Barbara A. Roush 859-***-****

Atlanta, GA *****

Email: acsja8@r.postjobfree.com

LinkedIn: https://www.linkedin.com/in/barbararoush

A successful call center leader with extensive sales experience leading, coaching and motivating inbound, outbound and customer service teams (internal and outsourced) into a highly visible, best in class organization that meets KPI’s and exceeds revenue goals while maintaining budget. An innovator and self-starter who identifies and implements solutions that increase agent and process productivity and reduce costs. Expertise in working within a matrix environment cultivating partnerships with multiple internal and external stakeholders to meet annual revenue targets.

Call Center Team Building and Leadership

Call Center Development and Management (internal and outsourced)

Campaign Development, Implementation and Analysis

Streamline Process- Improvement and Management

Creating and Managing CRMs, QA and WFM Systems

STANDARD COFFEE/DSSERVICES (Crystal Springs Water), 2009-2015

Multi-brand provider of coffee, tea, bottled water and filtration services to consumers and businesses.

Annual sales: over $1 billion.

Call Center Manager/ Marketing Acquisition Manager: Reporting to VP of National Sales.

Built and directed Inside Sales, Outbound cold calling and Customer Service call center articulating corporate strategy and creating tactical plans to meet service level requirements and sales goals. Hired, trained, coached, motivated and developed call center staff managing agent performance via regular feedback meetings, annual performance appraisals, consistent mentoring, re-training to continuously promote improvement and career development of agents and supervisors. Lead efforts to improve hiring and training processes. Developed motivational activities and non-monetary incentives to promote teamwork and retain staff. Conduct and evaluate call center data to manage agent performance, campaign and policy compliance. Monitored dashboards and calls to determine agent performance, total calls handled, queue management, calls qualified and converted to sales; script adjustments and additional coaching/sales training needs to ensure objectives. Analyzed campaign results vs. workforce to maintain appropriate staffing levels to ensure KPI’s are met while maintaining budget. Developed, recommended to management and implemented process efficiency improvements to increase production and reduce costs. Tracked, evaluated and reported performance and ROI results to all levels of management and key vendors. Developed and managed departmental budget and sales projections.

Exceeded goals by 22% in 2014; 52% in 2013 and 45% in 2011 due to targeted hiring and skill set placement; improved training tactics, workforce management and employee retention.

Saved average of 35% of budgeted expenses for 5 consecutive years through workforce management, increase in production and reduction of agent acquisition costs.

Customized and Implemented 2 CRM systems (2010 and 2014); Implemented QA, WFM and IVR systems.

Implemented agent and supervisory incentive programs.

Acquired, trained, motivated and developed call center agents, supervisors and field sales reps.

Successfully promoted 10% of staff annually for last three years.

GALLS/ARAMARK, 2007-2008

Multi-channel B2B offering uniforms and equipment to public safety industry.

Annual sales: over $205 million.

Merchandise Manager: Reporting to Director of Merchandising and Director of Marketing.

Developed and managed strategic merchandise plans for all categories for catalog and website leading team of buyers through each stage of merchandising and production process. Negotiated with key vendors to improve margins and ensure product delivery.

Increased overall profit margins by 13% by focusing on core product inclusion and price negotiations.

Improved departmental productivity by streamlining processes to allow merchants to deliver plan-o-grams on time.

Collaborated with creative team to define and implement formal timeline and schedules to meet print date.

Reduced backorder position by 30% via inventory control and implementing purchasing and receiving process improvements.

Barbara A. Roush Page 2

CATALOG CONSULTING GROUP, 1999-2006

Consulting firm offering marketing and operational consulting services to small to mid-sized retail businesses.

Annual sales: $24 million.

Direct Marketing Director– Call Center and Fulfillment Consultant: Reporting to President.

Provided marketing, merchandising, and operational consulting including: inside sales, order fulfillment, customer service/ call center solutions to multi-channel retail businesses. P&L preparation and management.

Clients: The Schwan Food Company, Cooking.com, Boutique Beverly Hills, Valerie Beverly Hills, Sameday.com, CA Health and Hospital Services.

Managed book of accounts worth over $6 million annually

Internal and outsourced call centers – both sales centers and customer service centers

Contributed over $2 million in new sales over 6 year period

GENESIS DIRECT, INC., 1995-1999

Multi-brand B2C catalog company for travel, gifts, sports, kids, home décor and collectible consumers.

Annual sales: $193 million.

Marketing, Merchandise and Operations Director (Gifts, Travel, and Collectibles): Reporting to VP of Client Services.

Developed conceptual strategic marketing and merchandise plans for new and existing catalog brands. Launched and directed the 350+ seat order fulfillment and customer service call center and managed outsourced center.

Planned and implemented the installation of new call center for inside sales, order processing and customer service in 120 days.

Increased brand sales by over 35% each year through merchandising improvements.

Increased category growth and profitability by 33% for three brands for 3 consecutive years through developing outlet catalogs to reduce item price and relieve overstocked items from inventory.

Planned and launched internal call center reducing operational costs by over 32%.

Hired, trained and directed all call center staff (agents, supervisors and manager)

Developed call center KPI and WFM systems

P&L budget preparation and managent.

Brand Manager: Reporting to Director of Client Services. 1994 - 1995

Lead the marketing and merchandising strategy for new gift catalog brand implementing vision and driving short-term and long-term plans using results from consumer market research, competitive analysis and marketplace assessment. Lead cross-functional teams, partners, vendors and management through creative, production and list selection plans. Trained all staff. Provided analysis and reports on brand performance including ROI, customer trends and merchandise profitability.

Launched new upscale gift catalog (Boston Traditions) resulting in break-even in Year 1.

Promoted to Director Marketing, Merchandising and Operations after one year.

Established and managed Product Development department contributing over $1 million in incremental sales annually.

EDUCATION

B.S. Special Education – St. John’s College, Cleveland, OH

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