Philip Sean Tyson

**** ******** **. 972-***-****

Flower Mound, Texas 75022 ac36fk@r.postjobfree.com

Career Progression

FIDELITY INVESTMENTS – Westlake, Texas 2014 - 2018

Regional Director of Omni Channel Solutions 2016-2018

Initial point of contact for developing new technology solutions/change requests using Agile/Scrum for the Functional leadership. Primarily responsible for submission of the request, the design and business readiness for launch (ex: call routing changes, outbound calling campaigns, etc…)

Senior local contact for PI Operations. Regularly attend local Senior Leadership meetings to provide updates and briefing on new initiatives and current events.

Lead site level business readiness activities for Operational changes to ensure Functional teams are educated and prepared for production changes.

Director of Operations 2014 - 2016

Responsible for developing plans and managing migrations for a critical telephony platform transition for all Personal Investing functions (approximately 1,200 associates).

Drove the Next Generation Contact Center implementation (transition to Genesys telephony platform) for 20+ Functional teams and migration efforts by leading various work streams related to capacity management, call routing, service model enhancements and technology solutions.

Built and maintain relationships with local and national business partners in order to influence operational coordination, execution and consistency.

Partnered closely with Operations team members to monitor and assess key performance indicators.

Championed improvements and changes in operations and telephony expertise in support of site and national initiatives.

ACCENTURE – Dallas, Texas 2004 – 2014

Senior Project Manager – Operational Reporting & Data Requirements Lead 2011 - 2014

Leading department in defining & managing operational reports and manage data requirements for 10 Accenture departments to deliver operational services for a multi-year ($300+ million) contract to a large telecommunications firm. Responsibilities include project management, defining processes and change management.

Managing team members and separate schedules for both separate operational reporting & data requirements efforts. Scoping infrastructure requirements to support client security policies, data storage, software application needs. Data requirements require 2 TB of storage from over 25 different systems.

Defined and negotiated processes with client and Accenture departments to define and deliver data requirements between the client and Accenture through construction of data feeds.

Teaming directly with client contacts to deliver scheduled data feeds, define operational processes to support build & run initiatives.

Managing team of 12 (on/off-shore resources) supporting both reporting and data requirements efforts.

Senior Project Manager – Process Integration & Technology Platform Program Lead 2010 - 2011

Collaborated with Accenture Management Consulting teams to support standardization of offerings across multiple departments to increase flexibility in combining / integrating cross-divisional offerings. Led development and support of an interactive technology platform to allow user to customize views to meet user’s needs.

Project managed Integration schedule and team of 16 resources (both on & off-shore) and developed new processes and tools to facilitate integration effort.

Served as single point of contact for over 35 people to address issues, provide guidance & instruction to complete the offering standardizations.

Created training materials and hosted on-line and in person training sessions to review the interactive technology platform and new processes to complete the offering standardizations.

Mobilization Lead Senior Manager 2010 – 2010

Provided cross departmental integration management of a new technical support service into an existing operations team, managing more than 1,200 agents. Position entailed managing full mobilization program from the point of LOI / contract signature through to the program close following stabilization. Activities included managing the process resource, budget, and outcomes, and managing the client and internal relationships during the mobilization phase, preparing the communication and transition plans, validating the viability of the transition plan, and managing the transition / operational enablement work at the departmental task level.

Negotiate new resource structure between the new program team and existing operations team; leverage best practices from previous deal experiences to ensure contractual requirements are met or exceeded.

Authoring customized integration project plans for each operational department and working individually with department leads to drive to completion; reviewed current departmental responsibilities and tasks with both new and existing operational team members to determine additions and revisions needed to support the new service for the client.

Install project management disciplines for technology releases in support of delivering value-add services; worked directly with the transformation lead to identify key stakeholders, confirm and prioritize the technical requirements to be delivered, create level of effort estimates for the technical requirements and establish a roadmap of releases to deliver the technical requirements.

Implementation of new technical support service is planned to generate in excess of $5 million in revenue over three years.

Program Operations Delivery Lead Senior Manager 2008 – 2010

Advanced to direct the overall performance of 13 third party call centers and three internal centers employing more than 6,000 agents and 175 supporting resources handling an average of 2.2 million calls per month. Scope of responsibility included managing and reporting on the day to day budget; providing input to budget setting, financial proposals, and reviews; meeting with the intraday operations team to review the previous day’s service level performance; analyzing daily call center management reports to identify any positive or negative trends in performance; and working with Senior Leadership for 30, 60, and 90 day plans to ensure achievement of client contractual commitments.

Facilitated and fostered continuous improvement, and made proper changes to achieve the Solution Plan objectives; raised 2009 profits 6%, resulting in an additional $2 million.

Minimized costs by more than $3 million per year by identifying call routing opportunities to deliver calls to lower cost centers, controlling consultant staff, consolidating roles, limiting travel expenses, and controlling telecom.

Developed and maintained positive rapport with the vendor’s senior leadership, Accenture leadership, and the client, which helped identify areas of flexibility and expansion, leading to opportunities for increased revenue for both Accenture and the vendors and decreasing reaction time resolve issues in the event one arose.

Managed vendor’s metric performance, contractual obligations, and penalty / bonus targets and client expectations; established detailed daily reports that each of the vendor managers reviewed and addressed with the vendors as needed, ensuring achievement of contracted targets.

Led quarterly business reviews of operational performance, monthly executive reviews, and weekly operations reviews with senior leadership, ensuring the operations team was focused on the correct metrics.

Evaluated and approved new vendor initiatives, ensuring vendor support for new and existing ACN/client initiatives, which increased revenue by increasing scope and handling more customers while meeting and exceeding service level and quality commitments and also by launching specific quality improvement efforts to exceed bonus targets.

Customer Systems Interactive Voice Response Project Manager 2004 – 2008

Chosen to serve as outsourced program/project manager for large telecommunications client, which involved drafting and negotiating continual refinement project schedule with the client as well as performing the overall project manager duties for the IVR application releases and analytics to identify new opportunities to enhance the IVR experience.

Saved over $4 million in agent minutes through self-service and accurate IVR routing by working with client senior management to negotiate IVR enhancement requirements.

Led a team of six, three in the U.S. and six offshore, in addition to a 3rd party IVR vendor; assigned duties, responsibilities and scope of authority to direct reports, maintained open communication, and led weekly team meetings and one on one meetings to ensure the team was clear on expectations.

Managed transition of IVR functionality to the client and proactively identified impacts to production to avoid negative customer experience impacts.

Managed implementation of Genesys real-time monitoring & screenpop functionality for over 5,000 agents in 13 different contact centers in multiple geographies.

AT&T WIRELESS – Austin, Texas 1995 – 2003

Customer Systems Integrated Voice Recognition Project Manager 2001 – 2003

Rapidly promoted through positions of increasing responsibility at Fortune 500 wireless communications service provider to earn responsibility for management of multiple Integrated Voice Response projects.

Led enterprise-wide IVR platform reconstruction for 21 million customers, delivering enhancements forecasted to save over $12 million by consolidating IVRs; successfully managed project planning, project scheduling, issue resolution and daily activities for over 40 team members.

Deployed an IVR interface with projected savings of over $1.5 million by allowing sales agents to check customer eligibility for special offers.

Customer Systems Lead Functional Analyst III 2000 – 2001

Advanced to manage two functional analysts and lead computer telephony integration metrics and reporting efforts for various projects. Negotiated reporting requirements with customers, developed prototypes and oversaw development and testing of new reports.

Customer Systems Business Analyst II 1998 – 2000

Promoted to provide national outage support for call centers, troubleshoot applications from a user perspective and collect business requirements for enhancements to various applications. Saved over $300,000 quarterly in staffing costs with the development of a web page that directed out-of-synch requests to special groups, bypassing the internal help desk and providing reporting features not available with the prior process.

Quality Assurance Specialist/ Microsoft Access Administrator 1997 – 1998

Advanced to assume responsibility for reviewing inbound agent calls and provide one-on-one feedback sessions to agents. Developed new queries and reports for management to provide call center statistical feedback. Scheduled and coached five quality assurance agents.

Customer Care Representative 1995 – 1997

Brought on to answer inbound customer calls and resolve issues. Performed troubleshooting to correct issues and facilitated training classes.

Education

SAINT EDWARDS UNIVERSITY – Austin, Texas 2000

Masters of Business Administration

TEXAS TECH UNIVERSITY – Lubbock, Texas 1994

Bachelor of Arts in Human Sciences

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