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Customer Service Sales

Redmond, Washington, United States
55. hr
August 28, 2017

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Victoria A. Wood, CSM



As a Certified Scrum Master I am a Coach, Facilitator and Servant Leader. Creating balance with a Product Owner and Scrum Development Team. I demonstrate servant leadership by building trust and strong relationships, ensuring the team has the resources they need, are shielded from distractions and interruptions while actively removing impediments and continually looking for ways we can improve and grow.

Unstructured Data Governance

Risk Identification/Prioritization

Client/End User Focus

Data Flow Designs

Create SOPs

Process Improvements

Team Leadership

Metric’s and Reporting

Professional Experience

APEX SYSTEMS, Bellevue, WA 2016 - 2017

Business System Analyst, Risk Liaison Lead – (T-Mobile)

Applied Agile Mythologies: Served as Liaison between Compliance; Project Team and Business Channels/Stakeholders of the project. Learned new software, created and documented processes, trained end users and continually updated Steering Committee on project status.

Using Varonis DatAdvantage, researched and identified areas of compliance risks, worked toward mitigating risks by partnering with corporate information security; steering committee and IT teams to create new processes; training and corporate communications all in line with corporate policies.

Documented and presented POC to steering committee, gained acceptance to implement Data Privilege as a self-service model to granting access to file shares, moving ownership from IT, into the hands of the business channels.

Mitigated risk within file shares by identifying opportunities utilizing DatAdvantage and providing consultative support to business channels (CIS, ERM, Finance, Accounting, Legal and HR) in regards to data exposure and access.

Enhanced employee integration by training and mentoring new team members to cross-functionally collaborate to deliver projects with an end-user focus.

Managing all phases of planning and deliverables, of mitigation projects resulting in process consistency and organizational alignment of teams on projects.

In planning to bring online Varonis Data Transport Engine to support Data Retention and Storage Migrations for moving data cross-domain or cross-platform while keeping permissions intact, optimizing existing platforms and reducing risk.

ELLUCIAN, Seattle, WA 2015 – 2016

ITS Technical Purchasing & Office Management – (Seattle University, IT Services)

Applied Agile Methodologies: Accomplished objectives in projects with strong oversight of purchasing, deliverables, metrics and team management. Served as liaison between organizations (internal and external). Drafted monthly, quarterly and annual reports.

Achieved initiatives within budgets up to $1M by creating purchasing SOPs/Flow charts, evaluating data metrics and outlining roadmaps for success in driving the vision, strategic goals, and action plans within resources and timelines.

Avoided excess spending by processing monthly JE’s, accurately forecasting the ops budget and tracking expenditures.

Reduced time and implementation using clearly outlined assumptions and constraints, managing communication, overseeing delivery strategies and resolving issues.

Increased transparency into current positioning by tracking matrixes and key performance metrics in reports to monitor deviations from targets, resulting in proactive realignment and clear oversight for stakeholders.

EY, Seattle, WA/Portland, OR 2012 – 2014

Location Manager

Integrated business initiatives in the Pacific NW offices (Seattle and Portland). Scope required oversight of vendor relationships, space planning, and capital expenditures on projects. Certified Ergonomic Evaluator Responsible for CRT (critical response team) plans; floor warden assignment and training. Managed support staff of 37 in both offices.

Applied Agile Methodologies and improved results using process roadmaps to outline plans and deliverables for projects regarding core business systems, construction and change implementations.

Full cycle management of operational staff in two states. Interviewing, hiring, training/coaching/mentoring, weekly 1:1’s, annual performance reviews, development goals and reductions in staff.

Strengthened performance with the creation of a knowledge transfer culture within the team. Implemented Agile methodologies and open door policy to gain trust and build relationships between staff and management.

Stretched the annual operational budget with effective planning for facilities and operational staff spend.

COCA-COLA REFRESHMENTS, Bellevue, WA 2010 – 2012

NW Region HQ Business Manager

Applied Agile and Lean Methodologies: Boosting efficiency in merging three operations into a new headquarter office by identifying inefficiencies, formulating a change program, managing vendors and overseeing company-wide, cross-departmental coordination/training of undertakings in driving new strategies. Served as CRT lead and safety trainer.

Worked directly with all vendors and contractors to onboard the new HQ offices in Bellevue WA. While decommissioning offices in Redmond and Bellevue Wa.

Closely managing NW Region payment requests to vendors.

Positioned the organization to boost community relations by leading giving teams at Kamp Corey & Special Olympics Polar Plunge.

Diagnosed business issues and obstacles by analyzing data and processes entailed in running the NW Region HQ offices. Worked cross collaboratively with various stakeholders to obtain feedback.

GENIE INDUSTRIES, Redmond, WA 2005 – 2009

Customer Service Supervisor

Applied Agile and Lean Methodologies: Led operational support team, focused on process optimization in areas of customer service improvements, metric tracking, vendor management, reducing spend, quality and safety concerns.

Renegotiated vendor pricing agreement with an annual savings of $20,000. Account management of $1.5M catalog partners.

Increased Inside Sales revenue goal 45% with successful implementation of process improvements.

Managed $1.5M inside sales account, improving order entry process time from average of two weeks to 24 hour turn around.

Focused on continued team member development enabling 30% team member professional career advancement.

Applied Lean Process improvement skills across multiple customer facing teams (Human Resources; Facilities; Service; Parts & Unit sales; Accounting; IT and Marketing).

Created customer service dashboards and shared E-mail accounts to facilitate review and communicate daily metrics of nine call centers and four shared customer service E-mail accounts.

Achieved 81% improvement in call center performance from lost call rate of 400 per week to average of 12.

Education & Certifications

Certified, ScrumMaster, Scrum Alliance Organization, August 2017

Certification(s), Varonis DatAdvantage & Varonis Data Privilege, April 2016

Certified, Ergonomic Assessments, HumanScale, January 2013

AA, Business Operations Management, DeVry University 2013

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