Customer Service Sales

NANCY BRADFIELD

**** ****** **** ***** ********, OH 43221

Phone: 614-***-**** E-mail: abnpc6@r.postjobfree.com

P ROFESSIONAL S UMMARY

Executive Level Operations and Sales Operations Professional with extensive inbound/outbound call center

management experience CRM Subject Matter Expert Charismatic leader with track record of implementing Call

Center Best Practices and improving KPIs Organized, take-charge director with exceptional follow-through and

detail orientation Articulate communicator who works well with individuals on all levels Energetic individual who

thrives in a high expectation, high stress environment Innovative thinker, solving complex business problems with

leading-edge solutions SME, Collections Best Practices, with proven ability to drive bottom-line corporate revenue

C ORE C OMPETENCIES

P&L responsibility Program design/sales strategy Business process reengineering Vendor management

Thorough understanding of business operations including marketing, database/lead management, and public relations

in the BPO space Ability to manage multiple customers with stringent SLAs Deep knowledge of

acquisition/retention programs Benchmarking and performance metrics P&L development and management

Passionate about exceeding corporate and customer expectations Meticulous about Quality Control Passionate

about leadership by example Strong background experience in direct selling, telemarketing/collections, research, and

retail, excelling at revenue generation Human resources/human capital development

P ROFESSIONAL E XPERIENCE

DISCOVER FINANCIAL SERVICES New Albany, OH

A $7B provider of credit card services used by 50MM+ members at 4MM merchant locations in 30 countries and

territories; also has a payment-processing network and owns the PULSE Network ATM system.

Senior Department Manager – Nov/2008 – Present

Report directly to Regional Operations Director. Responsible for all aspects of management of 200-total-seat

inbound/outbound 30-Day Collections Department including floor operations, production, quality, budget, incentives,

recruitment and staffing, call flow, skip-tracing, workforce management and forecasting.

Departmental P&L responsibility; manage 10 direct reports, and 200 indirect reports.

Created new performance management process for re-age, NSF and post-dated work, reducing roll-rate by

13%, saving $2.5MM Mar/2008 and $3.45MM Apr/2008; earned award for achieving #1 center for the month

by bringing in the most $/month based on our beginning accounts receivable).

Exceeded team goal (for collecting secured payments) by 26%.

Responsible for $1.2B credit card debt portfolio (30-day delinquency).

Implemented break/lunch schedules to better align high volume call times, increasing RPC by 55%.

Partnered with Andrew Karr in 3rd-party talk-offs; replaced “checkbox” QA process with behavioral-based

process, increasing RPC, conversion, payments to account, and utilization by approximately 30%.

Created test process for behavior-based call quality; in 2 months increased payments by 25% in test group.

Reengineered performance counseling metrics to improve performance and expedite enforcement of

corrective action process by 30%.

DISH NETWORK CORPORATION (FORMERLY ECHOSTAR COMMUNICATIONS) Hilliard, OH

An $11B provider of direct broadcast satellite TV service to home and business customers with 13MM+ subscribers.

Call Center Site Director – Nov/2007 – Oct/2008

Report directly to Vice President of CS Operations. Manage all inbound ARPU and Tech operations. Partner with key

stakeholders including marketing, HR, IT, QA, facilities, payroll, help desk, and training.

Manage departmental budget of $3MM+; responsible for staffing, retention and workforce

management.

Nancy Bradfield Résumé – Page 2

Designed and implemented metrics-driven process improvements, including bonus structure,

resulting in higher-than-average industry ratings.

Marquee partners include AT&T, Showtime, HBO/Cinemax, Starz, and Big 10 Network.

175 total seats with desk sharing at 1.3 to 1.5 utilization.

Ramped new center from zero to 500 employees, including CSR’s, Supervisors and Ops Managers.

Increased headcount from zero to 400 call center agents with a 2% monthly attrition rate. Exceeded

2007 attrition goal by 6%.

Implemented innovative recruiting and attrition management to meet 30% monthly FTE goal; 28%

attrition YTD.

Created seamless shift bid process for agents.

Created a Marketing Liaison Team (agents, supervisors, managers, VP’s) to drive revenue, creating a

closer, “real-time” relationship with marketing.

Instituted incentive-based programs driving sales from 18% to 32% and decreasing unapproved

absenteeism from 5% to less than 2%.

Partnered with Training GM, creating collaterals, improving CSR to TSR conversion rate to 50%+.

Created improved on-boarding Director/GM process, decreasing ramp-up time.

Consistently exceeded variable new hire goals with less than 5% drop out rate.

Operations Manager – Jul/2007 – Nov/2007

Reported directly to Director of CS Operations. Managed team of four supervisors and 100 customer service staff to

ensure KPI and SLA compliance for inbound call center. Responsible for CSAT performance.

Ramped from 12 agents/1 supervisor to 100 FTE/6 supervisors.

Marquee partners include AT&T, Showtime, HBO/Cinemax, Starz, and Big 10 Network.

Managed Manila vendors to accommodate overflow call volume.

Coordinated Grand Opening event including tours, vendor management and VIP seating.

VERIZON WIRELESS Dublin, OH

A $94B provider of US telecommunications services including wireline and wireless.

Manager, Continuity Marketing Organization – Jan/2004 – Nov/2006

Reported directly to Associate Director of CMO. Managed area-wide first-line supervisors-in-training focusing on

proactive customer loyalty campaigns and reactive retention calls. Responsible for training and loyalty campaign

rollouts.

Marquee partners included LG, Nokia, Samsung, Motorola, and Kyocera.

Drove QA and maintained productivity.

Conducted performance reviews and career-pathing consultation.

Participated in CMO performance agreement design; served as internal operations consultant.

Mentored employees; six were promoted to supervisor status.

Designed Customer Service mentor program for new hire supervisors in Dublin and Midwest centers.

Member of Supervisor/Representative Relationships Committee.

Team ranked first in sales every month (but one) for more than two years.

Supervisor, Customer Service – Feb/2001 – Apr/2002; Nov/2003 – Jan/2004

Reported to Associate Director of CS Operations. Managed center-level team of 20 - 25 customer care

representatives.

Provided career development coaching to employees.

Responsible for apprising staff of new products, promotions or processes.

Created incentives, resulting in team achieving #1 ranking company wide.

Handled escalated external customer issues.

Nancy Bradfield Résumé – Page 3

Facilitated new hire orientation; administrated departmental attendance policy, dress code, Code of

Conduct, and Customer Care Guidelines.

Mentored new hire Customer Care Supervisors.

Facilitated the Quality Reach Program; provided feedback to call center leadership and QA.

MW Area Training Supervisor, Ohio and Michigan Territory – Apr/2002 – Nov/2003

Reported to Associate Director of Training. Responsible for daily operations of multi-site/multi-state state CSR

training including 13 trainers, performance evaluations, career pathing and employee administrative duties.

Assisted Developers with updates to current curriculum and design of new curriculum.

Conducted company-wide training, “Train the Trainer” instruction for CSR rollout.

Coordinated training initiatives for call centers including logistics, scheduling and securing resources.

Partnered with Sales, creating training materials/classes for Loyalty and Business Support Groups.

E DUCATION

UNIVERSITY OF IOWA, Iowa City, Iowa

B.A., Human Resources

P ROFESSIONAL D EVELOPMENT, N OTABLES

Leadership training (personality classes, employee development, stress/time

management); Targeted Selection training; Meyers Briggs training

Willing to relocate domestically; will consider temporary international assignment

Travel tolerance up to 100%

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