CRMpeople.com

Presents

Resume 756.

Results driven Leader with expertise in developing and implementing CRM strategy and managing Call Center operations. A strategic team player that focuses on driving change and mentoring employees at all levels. Background also includes internal and external consulting roles within telecommunications, insurance, banking, manufacturing, and automotive industries. Significant experience in contact center process improvement, total quality management, change management, cost benefit analysis, and project management.

PRICEWATERHOUSECOOPERS LLP, Chicago, IL 2000 – 2002

Lead cross-functional teams and manage client stakeholder relationships at all levels. Consult to Fortune 500 telecommunications, insurance, banking, manufacturing, and automotive clients. Solicited by PwC Partners in the Midwest Business Unit to provide contact center expertise.

• Managed the design of a customer care transformation program for Country Insurance and Financial Services: identified and prioritized initiatives to improve operational performance and efficiency. Created and analyzed over $20M in call center workload benefits derived from system and process enhancements.
• Managed a call center diagnostic for Kohler Company: identified and validated $5M in benefits to improve operating costs and revenue generation opportunities, as a result of an implementation of new desktop technologies.
• Led the plan phase for the deployment of enhancements to the contact center desktop for GM OnStar: identified high level functional and business requirements and prepared a comprehensive cost benefit analysis for supporting the $3.5M implementation.
• Created and implemented a Quality Assurance Program for a 2,100-seat multi-site contact center operation at Sprint, which included a set of 13 performance improvement processes and 12 associated tools used to conduct specific tasks.
• Co-developed a CRM strategic blueprint for Sprint’s Broadband Wireless contact center, which included the development and implementation of a detailed workforce management process.
• Mentored junior consultants at PwC on an informal basis, improving consultative skills.

BELL CANADA ENTERPRISES, Toronto, Canada 1992 – 2000

Director, Consumer Markets Contact Center Coordination Team 1998 – 2000

Led a team of 10 direct and 32 indirect reports that managed the strategic planning and daily operations of a 3,200-seat, multi-site, multi-function call center: included the development and management of resource demand forecasts, workforce plans, market projections, and information technology requirements.

• Developed and executed short and long-term contingency plans which restored and maintained service level objectives for 45 million annual calls.
• Led a team that created an advisory council on workforce management issues, which improved the scheduling, training, and communication processes in a multi-site environment.
• Created a cross-functional team that improved the call center’s partnerships with corporate organizations including marketing, communications and human resources.
• Selected as Lead Advisor for key strategic projects: functional integration of billing and sales, desktop interface improvements, implementation of a key performance indicator package, and re-engineering of back office functions.

Senior Consultant, Consumer Sales & Service 1996 – 1998

Change management leader and facilitator of the Advanced Performance Management Program (APMP) for the call center.

• Implemented a TQM Program to improve contact quality (40%) and agent productivity (19%) with the development of key processes and performance indicators at management and agent level.
• Created and implemented key business processes that secured the long-term success of the Program: management-training curriculum, coaching consultant organization, quality call listening center, and quality call council.
• Re-engineered and automated back office functions which streamlined the reporting and analysis functions in a multi-site environment.

Financial Analyst, Consumer Markets 1992 – 1996

Managed the $280M operating expense portfolio for a 2,300-seat, multi-site, multi-function call center. Conducted impact analysis, prepared business cases, developed recommendations and action plans to reduce expense pressures and meet targets.

• Created and implemented an automated process to track hours by function for 25 independent operating units which improved reporting accuracy and streamlined back-office activities.
• Developed and implemented a value-based measurement model that transitioned the organization from a cost- to a profit center: improving the organization’s value to the enterprise.
• Initiated and implemented cost reduction strategies including the centralization of back office processes, rightsizing of management spans, and the utilization of IVR technology that reduced cost per call.
• Developed a detailed business case to support the acquisition of 150 contact center agents for improving customer access and satisfaction. Analysis was reviewed and approved by the parent company’s CEO.
• Selected as Lead Advisor of a project team that downsized the call center organization from 25 sites to 13. This reduced expense and improved operating efficiencies.

M.P.L., Queen’s University, Kingston, Ontario, Canada, 1992

Bachelor of Arts: Honors, Queen‘s University, Kingston, Ontario, Canada, 1990

ACCEL Framework and Methodology, PricewaterhouseCoopers, October 2001

Project Management Fundamentals, PricewaterhouseCoopers, January 2001

Board Certified Corporate Real Estate, Site Selection and Location Analysis, October 1999

Certified Consultant, Advanced Performance Management Program (TQM), March 1998

The Seven Habits of Highly Effective People, March 1995