Christine Box

*** ****** ****** ****, *********, NV 89011

Cell: 928-***-**** Email: acvvvf@r.postjobfree.com EXECUTIVE PROFILE

Service Excellence / Change Management Leader

Highly accomplished professional with diverse experience. Innovative problem solver, successfully improving processes and streamlining business operations to increase quality, reduce costs, and significantly enhance the bottom line. Action-oriented with strong ability to communicate effectively with technology, executive, and business audiences.

SKILL HIGHLIGHTS

Lean / Six Sigma Black Belt Guest Service Excellence

Strategic and Operational Planning Change Management

Budgeting and Cost Controls Process Improvement

Work Flow Optimization Cross-Functional Team Management

Teambuilding/Training/Employee Engagement Forbes Certified Trainer PROFESSIONAL EXPERIENCE

CAESARS ENTERTAINMENT 2002-Current Las Vegas, NV / Laughlin, NV / San Diego, CA Director of Service and Business & Process Improvement – Caesars Palace 2014-Present Provide strategic direction and leadership to drive continuous improvement initiative. Responsibilities include planning, managing, and delivering on all Business and Process Improvement activities at the property’s revenue/cost centers to ensure that they extract maximum value out of their continuous improvement activities. Build capability at the property to improve processes so that the performance continuously improves and EBITDA targets are met. Represent the voice of the customer to drive improvement of products and services, and ultimately business results. Function as an integral member of the leadership team, serving in an advisory capacity to all departments. In collaboration with other team members, direct and provide oversight regarding the service excellence culture and plans that are tightly aligned with the system. Use data analytics to drive results that will improve customer loyalty and the overall customer experience. Promote the use and implementation of technology in the workplace in order to streamline operations, facilitate communications, and optimize work processes. Oversee Centralized Scheduling department, and introduce demand based scheduling to all departments. Collaborate closely with the Performance and Culture team on employee engagement to cultivate a culture strongly aligned with the company Mission, Vision and Values. Corporate Director of Service Delivery – Caesars Entertainment 2013-2014 Responsible for measuring and leading continuous improvement in the service delivery processes of the company. Ensure service standards include effective attributes designed to minimize wait time and ensure product and information quality. Analyze and evaluate guest service data. Work directly to develop traditional and e-tools designed to ensure quality in performance. Support new products and innovation projects from the Digital Products and similar teams. Coach leaders throughout the company to become advocates of speedy, error-free service delivery. Collaborate with HR Analytics to identify and leverage links between engagement and service data. Work closely with Manager/Director Employee Performance to ensure integration of speed and quality with behavior standards. Responsible for implementing strategy, designing tools and processes, and measuring progress on improving the service recovery capability of the company. Corporate Director of Operational Excellence – Caesars Entertainment 2012-2013 Served as a leader on performance improvement projects. Projects undertaken included evaluation and improvement of key work processes, development and implementation of tools designed to enhance enterprise productivity, and providing operational support to the design and roll-out of key technology initiatives. Collaborated with both internal and external business partners to reduce waste and enhance both guest service and bottom line. Continuous Improvement Manager – Harrah’s Laughlin Hotel / Rio Hotel and Casino 2010-2012 Utilized LEAN tools to assess the effectiveness of business functions and offered recommendations for improvement in accordance with a well-defined body of knowledge. Developed and measured standard metrics, diagramed the flow of business processes, identified opportunities for improvement, developed a project plan for implementing improvements and monitored the new process to ensure it worked as intended. Facilitated training to all staff on the methods and practices for improving processes, eliminating waste, improving customer service and adding profit to the bottom line. This includes using tools such as value stream mapping, Kaizen events, root cause analysis, 5S and Standard Work. Spearheaded guest satisfaction training and practices for World Series of Poker. Charter Flight / National Casino Marketing Manager – Harrah’s Laughlin Hotel and Casino 2008-2010 Directed the charter flight program, which included over 500 flights and 65,000 guests a year. Improved the growth of Casino Marketing business through national charter flights. Established and maintained a database noting trends in call volume from Air Charter cities. Headed the enterprise wide call center dedicated to the national flight program.

Customer Service Manager - Harrah’s Laughlin Hotel and Casino 2006-2008 Analyzed the existing customer satisfaction data to identify strengths and weaknesses in the organization. Evaluated all possible causes of service deficiencies and initiated corrective action through the CSD. Researched best practices throughout the company that might improve service levels at the property. Observed service interactions and processes during key result times. Developed new service processes, standards and measurements. Influenced functional area managers to implement new service processes and directives. Food and Beverage Operations Manager - Harrah’s Laughlin Hotel and Casino 2004-2006 Supervised all front areas in a multi-unit restaurant operation totaling $12M in annual sales. Instituted cost control procedures and standards of performance. Directed the development and administration of controls for all phases of the restaurant in an economical and profitable manner while maintaining established standards. Provided project leadership and project management as assigned. Food and Beverage Training Supervisor – Harrah’s Resort Southern California 2002-2004 Oversaw all training for department of 360 employees. Designed training materials for F&B New Hire Orientation, outlet specific training materials in sequence of service, train the trainer materials, certification checklists and tests. Facilitated training classes with trainers and with employees. Previous Experience 1994-2002

Managed Dining Rooms/ Bars and Kitchens for several restaurants, including corporate restaurants such as On the Border Mexican Café and Old Spaghetti Factory, as well as exclusive resorts such as Triple Creek Guest Ranch. EDUCATION

University of Montana

Culinary Arts

1993