Manager Customer Service

Philip (Drew) Wilson 406-***-****

******.**********@*****.*** R ohnert Park, CA

LE ADERSHIP ST RATEGY PE OPLE PR OCESS TE CHNOLOGY Lean Management modeled to align mission, culture and strategy to people, with process and technology. Leverage extensive leadership, operational strategies, HR and communication strengths to drive business transformation and operational excellence. Collaborative facilitator, negotiator, and change leader who enjoys fostering relationships to achieve shared goals and service delivery. LO GISTICS, AS SET, CA LL CE NTER MA NAGEMENT TE CHNOLOGY ST RATEGY & IM PLEMENTATION QU ALIFICATIONS

● 10 Years Managerial Experience

● Toyota/Lean Management Trained

● Customer Service/Call Center Expert

● 5 Years Project Management

● HR Generalist

SK ILLS

● Computer: Software Development, CRM, EHR

(Epic and IMS), HRIS, Adobe Acrobat and

PDF Professional, MS Suite, Google Docs,

JIRA, ATS, Kronos, ADP

● Personal: HIPPA, BLS, CPR & AED,

Advanced Level First Aid & Safety Training

PU BLICATION

Bloom, Seth M. and Philip Drew Wilson. “Survey of T ubifex Tubifex in Rainbow Trout Spawning Tributaries to the Bitterroot River” W hirling Disease Symposium (1999): 161-65 Print. PR OFESSIONAL E X PERIENCE

VENDINI INC, LLC

Senior Manager, Customer Success M ar 2016- Sept 2017 Coordinated Festival Logistics, B2B and B2C Call Centers, triaged and implemented various systems, and consistently improved process for stabilization of team foundations in rapidly expanding software startup organization. Initiated Key Performance Indicators to measure success of departmental goals ultimately managing 35 FTE’s.

● Patron Support/B2C Call Center/Technical Support

Created SOP manual for new department to carry out operations, escalations, and expectations

Reversed sunk departmental costs by developing Plug&Play revenue generating business model

Increased single role of department to all encompassing company call center

Expanded department from 3 to 7 team members

● Inventory/Logistics/Festival Management

Catalogued $3+ million in assets

Upgraded from analogue system to automated order, tracking, and communication process

Slashed shipping costs by 50% through contract renegotiation and adhering to strict protocol

Certified in Boca printer repair; cross-educated team to repair in-house increasing revenue by 166% and decreasing equipment downtime by 75%

● Member Support/B2B Call Center/Technical Support

Documented technical processes to create full troubleshooting manual

Triaged multiple software cutovers to eliminate redundant call tracking input

Incorporated goal driven sales component to drive underline organizational revenue Philip (Drew) Wilson Page 2

******.**********@*****.*** 406-***-**** R ohnert Park, CA ARAMARK

Manager, Call Center/Project; Environmental Services S ept 2012- Feb 2016 Aramark contracted with California Pacific Medical Center (CPMC; a four hospital conglomerate part of the Sutter Health network) for management services. Performed critical triage and dispatch of tasks during two successful triennial JCAHO certification inspections. Ultimately responsible for the reporting, duration, and completion of day to day operations in the Call Center, Dispatch, Transport, Engineering, BioMedical Engineering, and Environmental Services (EVS) departments. Honored with Employee of the year twice.

● Environmental Services/Housekeeping

Responsible for overall hospital cleanliness performed by staff of 120

Performed vital restructuring of record keeping to digital archives of employee files, certification history, and regulatory compliance records

Promoted after 3 months

● Call Center

Responsible for 10 FTE’s receiving up to 1500 call/day and dispatch to respective department

Compiled complete SOP manual with pertinent protocols, contacts, and escalation procedures

Increased department role/responsibility, budget, and headcount by 50%

Track KPI’s to indicate workload, headcount necessity, and individual performance

● Project Manager

Saved $11 million budgeted for Electronic Health Record (eHR) conversion through gap analysis by fully detailing of room usage and coordinated training timelines

1.2 million saved annually; reduced patient specialty equipment wait by 50% with Pat-CEL

Reduced recycling costs $150k first year/$200k annually through Waste Diversion Program ADVANCED PAIN SOLUTIONS

Practice Manager, Medical Office S ept 2011- Aug 2012 Independently contracted for one year to establish new pain management medical practice protocols, credential with primary insurance organizations, and establish local footprint. Ultimately oversaw the practice advance to absorb secondary clinic, administrate 8 FTE’s, and network for physician to be rated number one practice in Fresno community

● Crafted policies/procedures to align a newly opened practice with long-term goals

● Administered budgeting, AR, and AP activities

● Spearheaded the integration of Electronic Medical Records (Epic) system with existing architecture

● Developed full life cycle of employees; conscientious towards minimizing employee turnover SAN FRANCISCO MULTI-SPECIALTY MEDICAL GROUP

Medical Practice Office Manager May 2008- Sept 2011 Built out various new locations for rapidly expanding medical practice. Secured venue locale, credentialed with prominent insurance organizations, and oversaw AR for practice.

● Governed satellite facilities, generating over $1.2 million in AR for 2010-2011

● Reviewed work of 40 employees in the course of their reporting duties

● Ensured patient medical billing and claims response within a variety of private insurance programs ED UCATION

● City College of San Francisco Biology, Nursing Jan 2006- May 2007

● University of Montana General Education Sept 2003- Jan 2005

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