Customer Service Manager

Kimberly J. Hill

** ***** **** ***** ***********@*****.*** Cell: 732-***-****

Freehold, NJ 07728 http://www.linkedin.com/in/kimberlyhill2 Home: (732)

***-****

QUALIFICATIONS SUMMARY

Manager with a unique background in managing cross industry teams, developing and gaining approval for

system designs and process improvements within Healthcare, Consumer and Financial industry . Ability to

evaluate, analyze and reconcile issues in a timely manner, establishes priorities, learn new concepts quickly,

and maintain composure in highly demanding situations. Other a reas of experience include:

Project management Six-Sigma Kaizen/Lean/Process Excellence

Problem solving Analytics Customer relations

Management Employee development Training

Recruiting Contracting Financial reporting

Technical Experience:

SAP CARS/IS Omni

Seibel SharePoint Master Data Management

Genesys telecommunications Microsoft Office Suite Document Management Systems

PROFESSIONAL EXPERIENCE

GENERAL PHYSICS CORPORATION, Pottstown, PA 2010 - Present

Training Specialist

Designing SAP training materials for Bristol Myers Squib's China SAP launch. Partnering with International

subject matter experts to ensure all materials are accurately compiled and delivered by scheduled due dates.

• Provided key SAP expertise ensuring that project launch dates were met and training materials were

comprehensive for Inventory and Warehouse Management (IMWM), Intercompany (ICO), Planning, and

Quality.

JOHNSON & JOHNSON HEALTHCARE SYSTEMS, Piscataway, NJ 2005 - 2010

Manager, Acute Care Contract Operations (2008 - 2010)

Managed the daily operations and recruiting activities for the implementation and administration of commercial

contracts within the Medical Devices, Pharmaceutical, and Consumer sectors. Managed 16 employees ranging

from analyst to supervisor, developed and implemented process improvements.

• Supervised the development and implementation of a self validation load form tool, which substantially

increased contract load accuracy and reduced manual validation hours by 80%.

• Initiated sample validation project from creation to implementation, resulting in a headcount reduction of 2

associates.

• Led Contract Load & Maintenance Volume metrics project, resulting in the ability to produce volume metrics

for both Managed and Acute Care Contracts uniformly and directly from the source system.

• Developed and implemented a closed loop process within commercial contracting while remaining

headcount neutral, resulting in the transition of new business service, elimination of a third party firm,

creating a saving of $175K annually.

• Partnered with relevant subject matter experts across 6 JNJ Companies to support the Acute Care Contract

Load Kaizen, resulting in the elimination of work duplication, realignment of processes, and a decrease in

contract implementation time from 5 to 2 days.

• Evaluated 3 new contracting systems for suitability and provided feedback for management decision

making.

• Established employee developmental opportunities and ensured inclusion in national project, creating the

development of functional specifications for future state contracting system.

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Supervisor, Customer Contact Center (2005 – 2007)

Led daily operations and recruiting activities for the $8.2M revenue-producing Customer Contact Center.

Supervised the direction of 97 employees and 13 direct reports. Managed the business continuity plans, after

hours emergency support team, work at home program, and system and E-Channel functionality.

• Used process improvement methodologies to identify issues hindering workflow and staff productivity,

successfully achieving staff and management acceptance for change management initiatives.

• Delivered the automation of the Metafax Project from design, evaluation to full implementation, resulting in

80% reduction in manual processing of fax orders and a reallocation of off-line resources.

• Managed the creation, development, implementation, and training of Multi-Media technology, resulting in the

optimization of phone and fax resources and resolution of all customer issues across the US Supply Chain

Region.

• Ensured service levels did not decrease during the support of the SAP US Region Order to Cash project, by

managing headcount allocation, recruiting and training of resource backfills.

• Led the partnership between the Customer Contract Center and Telecom, IT, and E-Channel IM to ensure

system stability, designed system upgrades, created test scripts and provided communication and training,

resulting in the creation of 3 new platforms, improving customer satisfaction by 80% and reduced employee

idle time by 95%.

• Created a development opportunity for employees through the transitioning of E-Channel activities to the

EBiz team. Transition completed with no disruption to customer service.

• Produced development opportunities for 16 employees by creating two motivational ‘Change Champion’

Focus Groups to assist in the education, growth, development, and motivation of co-workers for the SAP US

Region Order to Cash program.

• Directed the Franchise impact assessment review identifying gaps with SAP design and build, allowing

some modifications to the systems and creation of robust training materials prior to launch.

• Assisted in the development, training, security and implementation of SAP (CIC & ECC models) technology,

creating a consolidated contract center for the US MD&D Region and the decommissioning of 2 systems.

CITISTREET, (Retirement Division of Citigroup) Somerset, NJ 1999 – 2005

Manager, Implementation Department (2004 – 2005)

Senior Implementation Specialist (2003 – 2004)

Implementation Specialist (2002 – 2003)

Rapidly promoted within the organization from Implementation Specialist to Manager, due to several high level

assignments with increased responsibilities. Maintained and managed a staff of 9 employees with diverse skills

sets and position levels. Headed strategic planning; policy development; staffing; and training.

• Streamlined departmental policies and procedures optimizing efficiency and productivity through Green Belt

project, resulting in removal of duplication of work, reduction of staff and departmental inaccuracies by 15%.

• Collaborated with System Administrators to help design departmental database, resulting in a 50%

improvement in internal and external communication and a reduction in client set up timeframe.

• Developed written procedures, established guidelines, and manuals to enhance response time and

accuracy, resulting in a 95% reduction in asset adjustments.

• Increased productivity by 50% with a 25% staff reduction by enhancing the knowledge and abilities of the

associates.

Team Leader, Statement Department (1999 – 2002)

Managed activities of up to 15 analysts trained staff in all aspects of daily operations, prioritized and delegated

work assignments, and conducted performance evaluations. Oversaw and performed purchasing and billing

functions to a departmental budget. Interfaced directly with Marketing, Accounting, Customer Service

Departments, Executive management, external vendors and IT professionals, as well as other functional areas

to coordinate departmental operations.

• Assisted consultants and other departments during Six-Sigma project to develop strategies for a paperless

environment, resulting in the implementation of a Document Managing system, which increased productivity

by 50%, reduced staff by 55% and improved company workflow by 90%.

Kimberly Hill

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Developed a cross departmental training program to enhance the knowledge and abilities of Statement

Department resulting in departmental goals and objective being met on a consistent basis and 25% reduction of

staff and overtime.

• Research, analyzed, and negotiated contracts with vendors, resulting in a 50% reduction in purchasing

costs.

PRUDENTIAL INVESTMENTS, Iselin, NJ 1996 – 1999

Associate Accountant (1998-1999)

Managed, with the support of IT, accurate and timely production and distribution of all reports. Created,

maintained and distributed multiple tracking spreadsheets, which increased the accuracy of report distribution by

30% and improved lines of communication with Account Executives. In addition, the Account Executives used

this information to increase customer satisfaction by 40%. Handled the implementation of Document Imaging

Technology; provided training to all company employees in system operation and customizations, producing an

80% increase in customer service satisfaction.

Account Executive (1996-1998)

Managed all recordkeeping responsibilities for over 20 clients; which includes, but is not limited to, conversions

into or out of Prudential, plan set ups, enrollments, distributions, non-discrimination testing and 5500’s, with an

asset value totaling over 2 million dollars.

Fashion Bug, multiple locations 1989 – 1996

Assistant Store Manager

Assistant Department Manager

Visual Manager

Promoted due to a series of increasing responsibilities within the organization. Assisted in the management of

business operations for a high-volume retail-clothing store. Supervised and directed activities of 15 employees

to ensure that operational objectives were achieved. Trained personnel in all aspects of store procedures;

interviewed, evaluated, and hired prospective employees. Maintained an environment dedicated to providing

optimal levels of service to ensure customer satisfaction and promote repeat business; investigated and

resolved customer problems and concerns in a timely manner.

EDUCATION

M.B.A. in Business Administration, Monmouth University, West Long Branch, NJ, 2004

B.S. in Business, concentration in Management, Monmouth University, West Long Branch, NJ 1995

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