Anthony Tate
********@*****.***
****************@*****.***
Summary:
Recognition of call center analytics and a healthy understanding of Change Management policies
•
and procedures, how to create supporting functions to monitor and allow policy to be adhered to
while tracking, adjusting, and validating all Operational Change Requests and ensured for all
SLA’s are updated, maintained and communicated in a productive and successive method by
defining business strategy, documentation, reporting.
Change Management process Leader on multiple projects for Universal HealthCare, United
•
HealthCare Group and Verizon formally known as GTE.
Also having an understanding of the business requirements and expectations from a WFM
•
perspective allows better optimization of Over/Under (O/U) and Occupancy per interval to 80%
metrics or better versus straight Service Level trending. Also, utilizing IEX and CMS applications
to keep and monitor Average Handle Times (AHT) and Average Speed of Answer (ASA) low.
ITIL based Incident Management and Project Management. Personal strengths and skills include
•
the ability to troubleshoot complex situations, high quality work ethic and commitment, attention to
detail, management and prioritization of critical outage incidents, best in class customer service,
strong dedication to the business and the ability to multi task core critical operations at a high
level.
Utilized ITIL Methodology to perform Project Management within the Problem Management
•
Environment, to include documenting the process for the entire Problem Management
Organization.
Problem Management activities. Created and published the processes and procedures for all
•
Command Center Operational positions
Access Database for use as a knowledge base and to track all the logging for the Problem
•
Managers. Also implemented a change control and data retention scheme for the Problem
Management team to insure of proper integrity and availability.
Work Experience
Universal Health Care
Manager of Command Center Operations/Process
July 2010 – Present
Managed all new and modified change processes for Enterprise (270) agents in St. Petersburg,
•
FL and (350) agents in Jackson, MS
Creating of all SOP’s with regards to operational process for business models, implementing of
•
process throughout infrastructure and crossovers with Vendors. This includes working closely with
I.T. Departments, in house and within vendors, creating Bata models for testing, analyzing
outcome of testing and communicating that to executive management.
Determining whether we are in line with the business model and setting reasonable target start
•
dates and completion dates of applications based on business needs.
Create/revise Incentive plan for MSR and Telesales groups
•
Developed new IVR flow chart routing and implementation of routing process for UNIVHC.
•
Created Shift Bids for the Jackson, MS and St. Petersburg, FL locations.
Regular auditing of Center tasks to ensure SLAs are being reached
•
Managed the creation of Schedules, Tour groups and Templates in IEX
•
ITIL function included Continued discussions with IT groups to provide technical and current data
•
on actions initiated, current status and projected completion dates
Creating analysis with ITIL application to categorize any incident or diagnose with regards to
•
change management process.
Utilize ITIL to capture glitches that happened during process changes. Also to track KPI’s to
•
measure the effectiveness of the change. Etc.
Created and lead in the development of a new application database that would ensure IEX Total
•
View and Five9 application can communicate with each other for sole purpose of establishing a
cloud base environment.
Created Command Center Operations procedure process
•
Authored/Implemented Incident Management process: This increased the level of proficiency and
•
decreased inaccurate IT (issues) across company infrastructure.
Production/Operational support including incident tracking and reporting SLA’s, incident analytics,
•
implementation and authoring of newly supported tools and training
Active communication with upper management on changes processes and suggestions on how to
•
better improve on overall business model and implementation of action on model.
Create staffing metrics for new line of business and overall site performance
•
Establish new schedule patterns sets
•
Manage all production related Release Engineering activities, including Change Management.
•
Monitor and manage server performance
•
Initiate application downloads and maintain system integrity across UNIVHC infrastructure.
•
Closely monitor ITIL daily to ensure data pertinent to change management is being documented
•
accurately and clearly. Ensuring that there is collaboration with IT departments on time sensitive
items that have overall impact on current Change process.
United Health Group
Sr. NOC/Workforce Supervisor January 2008 – July
2010
Manage Virtual NOC/Workforce Call Center Operations for Secure Horizon Ovations Telesales
•
group and Enterprises Telesales group for United Health Group.
Lead War room meetings on change management process with departmental heads to ensure
•
consistency and real time updates on each phase of project.
Responsibilities include Change management process/procedures, Vendor Management:
•
recommending, documenting, monitoring and updating RTA processes for our internal and
external vendors. (Systems used to this end include CMS, IEX and Network reporting)
Review overall optimization of infrastructure and its ability to maintain a stable platform for new
•
system integration
ITIL used to support findings and outcome during each phase of a change management process
•
Manage the overall operational functions of application integration, testing and system integrity for
•
business models that determined optimal success with level 1 customer service.
ITIL= technical logs providing detail description on implementations, showing time stamps and
•
cause.
Required Vendor analysis to maintain each vendor were meeting the agreed upon requirements
•
set by UHG
Created change process to ensure vendor requirements aligned with UHG, providing same
•
process recognition between companies. Impacting over 2500 agents within UHG. Over 800 with
additional vendor support.
Identify and resolve call routing problems, RTA concerns such as adherence, occupancy and
•
exceptions/shrinkage that have direct negative impact on call volume and service levels.
ITIL use to set up real time observation of network integration with wireless and hard line vendors
•
Managed Support functions which include pre and post go live activities, testing, and incident
•
tracking of all Change Requests including incident analytics/reporting for Sr. Leadership
Provides on going training and adheres to all Best Practice standards for all Change
•
Management, Problem/Incident Management, Application and infrastructure SLA protocols
Manage a team of 8 regional WFM analysts in a virtual environment; providing needed
•
performance evaluations, training on workforce procedures and execution of process on daily
functions. Establishing a cohesive environment designed for success
GTE Wireless Inc. /Verizon Wireless, Atlanta, GA
Sr. NOC/Call Center Ops/Disaster Recovery Analyst July 1999
September 2002
Managed and implemented Call Center Change Process and Operations for Central and
•
Southeastern regions totaling (8) Call Centers.
Building operational models to increase consistency and stability of GTE/Verizon business model
•
Recommending, designing, documenting, implementing, monitoring and training of business and
•
technical objectives for GTE Wireless operations nationwide.
Utilize ITIL to document all change process during the transition of creating Disaster Recovery
•
Manual and all Change Management process models based on business needs.
Manage and implemented all contacts with new 800 routing, Aspect CCT (Call Control Tables),
•
coordinate call routing activity between AT&T, GTE Telops and GTE Wireless.
Identify and resolve call routing problems while keeping senior management apprised of current
•
ACD/Network conditions and recommend/execute contingency plans.
Scope: 400 plus toll free numbers routed amongst (8) call centers handling approximately 25
•
million calls per year.
Designed and implement a new disaster recovery process manual for Verizon Southeast and
•
Central regions. Identify all (800) numbers, their routing process, primary and secondary
destinations.
Coordinating all actions relevant to a disaster concern within allotted time frames and identifying
•
all centers capable of handling specific overflow volumes for an extended period of time.
Creating and implementing Disaster Recovery responses on the IVR, providing public awareness
•
and time lines to our customer base.
Excel Communications Inc. Houston, TX
Call Center Operations Sr. Workforce Analyst March 1996 July
1999
Generated Center A.P.O statistics by agent, team and supervisor, responsible for Aspect and TCS
•
systems
Monitor and correct adherence concerns by management, along with Call Control Tables and
•
utilization of trunk groups for Excel Central centers located in Dallas, Reno and Houston.
Generate historical, real time and forecasted call volume based on schedule to actual, shrinkage
•
analysis, attrition modeling and TCS workforce management reporting.
United States Marine Corps, Camp Pendleton, CA
Communications Control System Specialist October 1988 May
1992
Managed real time Satellite Communication Signal Control Systems on real time relay nets
•
located from the Atlantic, Pacific and European coasts
Creating windows for specified campaigns, personnel and equipment based on geographical
•
locations within Saudi Arabia, Somalia Afghanistan Japan, Philippians and Honduras.
Referenced terrain resistance by interfacing with crypto data to field agents
•
Performed survivability and system effectiveness analysis for counter terrorist operations
•
Prepared and presented analysis of day to day operations in field with outcome results to Chief of
•
Staff for Military readiness.
Education:
Mt. San Jacinto College, San Jacinto, CA
•
AS – Sociology/POSC, POSC Critical Thinking/ Behavior May 1992 February 1994
•
University of Southern California, Los Angeles, CA
•
BA – Political Science, POSC Ideology/Political Conflict January 1994 February 1996
•
Certification/Training
Aspect Custom View Producer, Managing the Aspect ACD Advance Release 7, Custom View Report
Writer, Architect Call Center Control Table Design & Implementation Release7, Aspect Application
Design Workshop, Aspect ACD Release 6, AT&T Rout it (Global Transaction Network), Interactive
Advantage Call Detail Reporting, Communications, Business/Finance Administrations and most recently
Five9 Inbound Call Center Certification, Five9 Outbound Call Center Certification and Five9 Blending Call
Center Certification.
Business Applications:
Window NT, MS office, TCS Workforce Management Systems, Aspect Release 7, Call Center
Management Suite, Access 2.0, Rout it 7.2, CMS, Telnet, HP Open View, Silver link Dialer, PISCM, IEX
Total View, WebEx and Five9.
Affiliations:
I was a member of the Boys Scouts of America where I achieved my Eagle Scout badge as a
•
young man, # 278.
I am currently a member of the Blue Lodge #4, Houston, TX
•
I have participated in mentor programs the past 7 years in a number of states first being in
•
Atlanta, GA, Greenville, SC, and Los Angeles, CA. Currently I participate in the mentoring
program for Universal Healthcare in Ridgeland, MS.
I established The Mt. Elam Brotherhood Association of Mississippi and served as its 1 st elected
•
President
Vice President of Associated Student Body for Mt. San Jacinto College
•