Customer Service Sales

Phyllis Mayo

(home) ***/***-**** ( **** Deborah Drive, Monroe, LA 71201 (

***/***-**** (cell)

Executive Manager who has led large-scale, organizational change management

in multi-site call center virtual teams for 18 years, complemented by 14

years experience in the telecom industry. Experienced in realigning

organizational structures to meet changing business landscapes, expert in

managing to stakeholder expectations, analyzing and standardizing

processes, managing vendors and clients, driving and best practice

efficiencies. Adept at identifying and developing top talent leaders who

drive winning processes through successful call center teams, working

tirelessly to establish profitable centers, streamline systems and improve

operations for maximum customer satisfaction and bottom line profit.

Expertly orchestrates seamless post-M&A integrations while ensuring optimum

results.

LEADERSHIP EXPERTISE

Inside Sales Management ( Strategic Planning & Execution ( Project

Management ( P&L Responsibility ( Outsourcing

Contract Negotiation ( Customer Satisfaction & Retention ( Amdocs System

Conversions ( Acquisition Start Ups

Vendor & Client Relations ( Technology Evaluation & Implementation ( New

Product Implementation ( Change Management

Operations & Call Center Consulting ( Six Sigma Business Process Redesign &

Standardization ( Leadership Development ( Stakeholder Management

SELECT ACHIEVEMENTS

Ramped new center for global organization to +550 employees and achieved

top company billed revenue and #1 customer satisfaction ranking for new

inbound, outsourced customer care center within 1st year of opening

Added sales to customer service, aggressively surpassing sales goals year-

over-year for 5 years, with the call center sales team driving 80% of

marketable revenue for telecommunications residential and business

customers

Consolidated 16 telecomm customer call centers into a "virtual"

environment composed of 5 inbound/outbound centers and 1 offline support

center, re-engineering processes and achieving 1st year 49% reduction in

customer complaints

Managed multi-site, multi-cultural environments successfully across all

U.S. time zones

Analyzed organizational processes and presented best practice

recommendations for operational change to Executive Management and Board

of Directors

Reduced customer complaints by 65% through Six Sigma-based quality

improvement programs, including the implementation of an automated post-

call quality survey

Established formal standardized training programs encompassing 21

individual state regulatory environments for multi-site "virtual"

telecommunications organization

Gained 900,000 customers through multiple acquisitions leading to 2 new

call centers and $4M in facilities build-outs

Analyzed onshore/ offshore outsourcing solutions, ultimately outsourcing

75% of technical support calls, enabling the growth of high-speed

Internet customer base with no incremental headcount expense

EMPLOYMENT HISTORY

ACCENT MARKETING Jun 2007 - present

International provider of integrated marketing solutions including data

analytics, direct marketing, contact management and more

General Manager

. Established and led call center start-up involving +500 employees for

integrated global marketing solutions outsourced provider, ultimately

achieving company's top billed revenue in the 1st year of operations

. Drove top billable revenue results year-over-year

. Managed 3rd -party client's customer care and quality assurance,

recommending value-add assessments in order to reach pre-determined

business objectives-3rd party client, Boost Mobile, was supported by

Amdocs Billing

. Introduced quality coaching initiative resulting in best rated customer

satisfaction against client's 7 other support sites

. Achieved multiple successful employee "ramps" meeting headcount goals for

each client growth spurt

. Implemented pre-recorded greeting using Aspect switch technology that

reduced client AHT by 7 - 10 seconds in each line of business, saving

millions

. 1st and only non-sales associate to land company client, driving +$100k

in unbudgeted revenue for 2009

. Provided Organizational Development analysis and recommendation for

employee career path for both entry-level and management

CENTURY TEL 1995 - 2007

Now Century Link, S&P 500 leading provider of high-quality voice, broadband

and video services throughout 33 states

Vice President of Customer Relations (2006 - May 2007)

. Promoted to new strategic, consultant position assessing organizational

needs, designing customized solutions for processes efficiencies and

improving operations execution for reduced costs and maximized revenue

. Reported directly to Century Tel President, recommended Enterprise-wide

continuous improvement and customer satisfaction initiatives to Board of

Directors and Senior Executive Team

. Worked collaboratively across operational department and functional

boundaries, utilizing Six Sigma lean principles to improve efficiencies

and reduce costs

. Monitored recommendation implementations for improvements in bill format,

records standardization, asset retirement, new product rollout

improvements, operational execution, system upgrades, and process

standardization

. Completed external consulting initiative to segment telecommunications

customer base by value/revenue

. Provided recommendations for improving customer retention via reduced

access line churn, achieving 10% improvement in access line retention in

the 1st month over the same time period in the previous month

Vice President of Customer Service and Operations Fulfillment (2004 - 2006)

. Managed sales and customer service call center operations for primary

sales channel, which drove 80% of marketable revenue year-over-year and

24x7 internet technical support center

. Served as customer service lead for multiple Amdocs conversions of 2.4M

customer base

. Led operational functions of repair, programming, circuit provisioning

and access services departments, supporting 2.4 million access lines in

21 states, and managed support functions of people services, call center

technology, standards & procedures, quality assurance, and technical

support

. Served as customer service lead for multiple Amdocs conversions of up to

2.4M customer base

. Reported directly to President while supervising 1,500 employees across 9

locations with a $90 million operating budget

. Maximized efficiencies through operational process standardization and

multiple site consolidations, streamlining processes for new areas of

repair, programming, and circuit provisioning and consolidating 15

operations sites into 3

. Outsourced tier 1 high speed internet technical support helpdesk to drive

efficiencies and reduce expenses

. Implemented creation of online knowledge-base covering telecommunications

regulatory requirements including individual market product sets for 21

states, continuously updating state-determined regulatory and rate

changes

Vice President of Customer Service (1999 - 2004)

. Managed customer service and call center sales & service operations for

local exchange, long distance, and ILEC for +2.5 million customers across

21 states

. Served as customer service lead for multiple Amdocs conversions of up to

2.4M customer base

. Transformed traditional customer service operations into inbound sales &

service profit centers, driving 80% of company's marketable revenue

stream and exceeding sales goals year-over-year for 5 years

. Reported directly to Century Tel President while supervising 1,200

employees and an operating budget of $60 million

. Analyzed technology solutions, ultimately implementing Rockwell phone

switches, a virtual call network with redundant circuits, a quality

monitoring system (Parallax/Cacti), an online handbook, e-learning, a

scheduling and forecasting system (IEX), and a post-call quality survey

. Standardized processes and training curriculum of 16 centers across 21

state regulatory environments, transforming centers into 1 "virtual"

Enterprise call center maximizing answered calls and service quality

. Consolidated 16 centers into 5 + 1 "off-line" center to take over agent

paperwork, resulting in improved quality performance and 49% reduction in

customer complaints the 1st year

. Boosted quality monitoring scores from 75% to 90% in the 1st year of

implementing a monitoring program

. Met or exceeded center sales goals from 2001 - 2004, ensuring quality and

process improvements through standardized training and Six Sigma

continuous improvement methodologies

. Led customer care operations through 2 major acquisitions that expanded

customer base by 900,000

. Specified and implemented Enterprise-wide system to track, sort and

analyze customer complaints captured through inbound calls, customer

letters, the Public Service Commission, and quarterly monitoring,

creating action plans improving customer satisfaction and reducing

Commission complaints 50% 1st year

. Boosted agent quality and top sales results through pay for knowledge and

performance compensation plan that cost no more than prior merit

compensation plan

. Managed union and non-union agents in the sales & service environment

with equally positive results, meeting goals year-over-year, and

successfully negotiating sales goals into I.B.E.W and C.W.A

telecommunications union contracts

Director/Manager of Customer Service (1995 - 1999)

. Managed 3 wireless customer service and collections call centers serving

+591,000 subscribers

. Oversaw 4 managers and 250 collections and quality assurance staff, and a

budget of $11 million

. Standardized processes of all 3 centers into a single format to improve

efficiencies and reduce customer errors

. Resolved complex and critical customer service issues and maintained a

service quality of excellence overall

. Implemented pay for performance and knowledge salary administration

program, improving customer satisfaction and reducing complaints despite

a 48% increase in the customer base over a 2-year period

. Improved agent performance and customer satisfaction through a quality

monitoring and coaching program that provided the agents with feedback on

a monthly basis

OUACHITA NATIONAL BANK / PREMIER BANK / BANK ONE / CHASE 1986 - 1995

Now JP Morgan Chase & Co., a leading global financial services institution

Vice President of Customer Support (1990 - 1995)

. Supervised 4 managers and 118 agents as manager of Customer Service Call

Center, as well as Research & Adjustments, Customer Records and Central

Information Files back-office departments

. Managed Call Center operations involving 24/7 inbound and outbound

customer sales and service calls for checking, savings, investments and

bank cards

. Transformed traditional customer service centers into inbound sales &

service profit centers, booking year 1 revenue equal to brick and mortar

branch office

. Generated $8 million in sales within 1st half year through effective

inbound/outbound call team service and sales strategy

. Created and distributed sales & service videos to ensure consistency in

quality and excellence

Assistant Vice President / Deposit Support Director (1986 - 1990)

. Led bank records consolidations project as Assistant VP for Ouachita and

Deposit Support Director for Premier

EDUCATION

Currently earning PhD

Organizational/Industrial Psychology - Walden University

Master of Business Administration

Organizational Development and Psychology - American Intercontinental

University (4.0 GPA)

Bachelor of Science

Business Management - University of Phoenix (3.95 GPA)

MANAGEMENT TRAINING

Advanced Management Training, Louisiana Bankers Association

Human Relations Course, Dale Carnegie

Managing Multi-Site Locations, Human Resources and the Law, American

Management Association

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