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Senior Operations Manager

Portland, Connecticut, United States
November 06, 2018

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Pamela S. McKeever

*** **** ******

Portland, CT 06480


Accomplished leader with demonstrated ability to deliver mission-critical results spanning Healthcare and Technological industries. Experienced in call center and production operations, strategic planning and process improvements. A problem solver capable of executing change that delivers successful outcomes.

Specialties: Strong Leadership, business acumen and strategy, managing complexity and change, relationship building, project management, and process improvement. Solid working knowledge of Microsoft Office, and creation and use of SharePoint. Great communication and interpersonal skills, ability to make things happen, motivate team members and resolve issues. Excellent organizational skills including attention to detail and multitasking. Ability to analyze, scope, plan, estimate, coordinate and manage multiple projects. Proficient in managing large groups of people more than 100 employees.


July 2013-March 2018


Senior Operations Manager

Position 3 – May 2017 – March 2018

Multisite Senior Operations Manager with a focus of 125 employees. Translated strategies into tactical delivery plans and monitor execution of the plan to drive measured outcomes. Drive efficient flow of work throughout the organization, with emphasis on employee motivation, production increase, and overall employee satisfaction. Anticipate and plan strategically and tactically for organizational change, and growth. Create and improve operational infrastructure, team development and leadership. Mentor the leadership team in an end-to-end product review process to identify gaps and improvement initiatives that improved the team’s overall efficiency by 3% quarter over quarter. Work with cross functional teams generating consensus on process changes and improvements. Determine the methods and techniques used to gather feedback and insights, to translate into meaningful solutions. Partner with key stakeholders to support all business to ensure that the Service Level Agreements and dictated turnaround times were met. Successful change management to meet objectives and company expectations. Recruited new employees from front line associates to supervisory applicants. Worked closely with the Training team to ensure that classes were successful, content was current, and supported the class when necessary. Oversaw Hippa compliance across all 3 sites.

Operations Manager

Position 2 – March 2015 – May 2017

Managed the integration of Sleep Management Services into CareCentix main stream operations. Key player in coordination and execution of all services, with recommendations on leadership promotions to support the change. Collaborated with Stakeholders from each department to help develop process & procedures, job aids and functional documents. Worked closely with the Workforce Management team to establish parameters for the production pieces. Establishing aux coding metrics, and education to Lead and Supervisory staff. Designed a standardized monthly 1:1 document for use in each meeting with staff member that held all statistical data of their personalized metrics, along with development plans on personal career growth. Formulated daily reportable metrics that became the standardized report out for the Fax department. Performed quarterly site visits across 3 sites (Phoenix, Tampa, Hartford) of employees totaling 68 people. Hosted round tables to solicit innovative ideas from front line associates for change management. Mentored supervisors on team and individual growth. Established “Fun Friday’s” in the production organization by implementing games, trivia, and music to help build staff morale. Partnered with HR to interview and hire the best candidates for open positions within the organization. Aligned the correct staff to the right jobs that help build efficient teams that supported the metrics that drove the CareCentrix business.

Operations Manager

Position 3 – July 2013-March 2015

Guide, Plan, direct and oversee the operations of the Sleep Management Solutions (SMS) organization. Manage all ends of CareCentrix business with a primary focus on Phone, Fax, Verifications and Authorizations for sleep tests. Mentor staff to meet the organizational expectations for productivity, quality, teamwork and attendance. Foster a spirit of teamwork and unity among staff members. Consciously create a workplace culture that is consistent with the overall organizations and that emphasizes the identified mission, vision and guiding principles and values. Created policies & procedures, job aids and functional documents that enable and encourage the optimum performance of the staff. Managed multiple projects in the sleep space to bring on new clients, ensuring all key stakeholders were engaged through the implementation.

UnitedHealthCare/Optum Insight

March 2006-July 2013

Project Manager / Business Lead

Position 4

December 2012-July 2013

Working within the Payment Integrity Organization focusing on Issue Management, and Employee

Satisfaction. Led the Payment Integrity team of through scoping, definition and ensured all execution efforts to align program goals. Tracked projects to ensure they were delivered on time, in scope and budget. Managed changes to the project scope, project schedule and project costs. Worked with the Senior Leadership Team surrounding risk management, and solutions. Managed high profile client issues and escalations to ensure we are closing the gaps with the current Processes as well as finances.

Supervisor – Client Engagement

Position 3

October 2008-December 2012

Lead the Client Inquiry Response Team within United Payment Integrity (UPI) to achieve superior client satisfaction within their day to day activities. Operational duties included mentoring staff, partnering with the UPI leaders to ensure each high priority issue was reviewed and solved within the dictated timeframe. Propelled the Client Inquiry Response Team to become the first level of response and resolution of all escalated issues with external and internal customers. Introduced TeamTrack to the team as a new reporting mechanism for streamlined solutions and communication. Partnered with a taskforce within the UPI team to create a uniform client experience across all lines of business. Hosted weekly project meetings to keep deliverables on track for completion. Made policy based decisions for the overall business. Resolved operational problems using defined processes, expertise and judgement.

Project Manager

Position 2

November 2007-October 2008

Working for the Implementation and Deployment team, managed all team logistics, meetings, projects and sensitive issues. Coordinated the weekly Clinically Integrated Network meeting which housed over 200 employees. In preparation for each meeting, managed the executive team to deadline surrounding their individual teams’ weekly updates on each project to be presented to the Senior Leaders. Lead project teams through scoping definition and ensured all execution efforts aligned to project goals. Led the establishment of measurable and achievable critical success factors for all initiatives. Facilitated lessons learned and retained information on SharePoint for future use with upcoming projects. Organized and maintained the monthly agenda, deck and presentation to the leaders. Created innovative new processes for onboarding for the Affordability Operations team, simplifying the process to create efficiencies for the organization surrounding FTE’s and overall reporting metrics.

Chief of Staff

Position 1

March 2006-November 2007

Working with the Clinically Integrated Networks focusing on Oncology Services. Managed the day to day activities of the Vice President and Director of the Oncology Services Team, from travel plans, to executive meetings, PowerPoint deck creation, and external meetings with Oncology Medical Officers. Supported Operations lead by monitoring team motivation, and ensuring all projects remained on time, within scope and budget. Provider relations specialist for Oncology Services working as a liaison between the Oncology provider's offices and UHC to "Bridge the Gap". Helping the providers work on escalated claims issues, contractual/policy questions, and new programs that would affect their day to day routines.

Operations/Project Manager


February 2005-March 2006

Responsible for establishing operations for a new company. Building an office protocol that included phone systems, specific technology-based software, and accounting practices. Created Policies and Procedures that were needed to build the foundation of a successful business. Project Managed new business to ensure project would benefit a newly established business. Tracked projects to ensure we delivered on time within scope and budget. Documented project issues and action items and decisions with the Owner of the new business. Developed a detailed project plan and platform for future staff to utilize to help monitor projects and track progress. Hired staff to mitigate daily operational duties. Mentored, trained and created procedures to best fit the out of the box business.

Manager – Call Center

AT&T (formerly Southwestern Bell Company)


Supervised and led 18 customer sales representatives and service order specialists in high quality customer service and attainment of sales objectives. Analyzed and resolved customer service/billing problems. Managed personnel actions for employees, including hiring/firing, promotion, salary increases, training, development and discipline. Evaluated and developed working skills for multiple employees and conducted group meetings to review new/updated information on company policies and practices. Created daily and monthly workflow processes to help employees obtain daily goals that included high quality order processing as well as excellent customer service.

Customer Service Representative

Southern Bell Company


Received and handled all customer (GE Capital & WorldCom) requests over the telephone, in person, and by fax, for orders to install, change or remove items of Mulitlink phone service and equipment. Discussed, investigated, and resolved customer inquiries and complaints regarding rates, bills. Coordinated all orders with inside technical programmers. Prepared service orders including those involving complex services and any associated key worksheets for the company. Completed all month end reports, tracking services and customer service for second level management.


Innovation Champion

2012 Hemsley Challenge – how to eliminate appeals. Lead a team of individuals to create a detailed charter on how to best tackle appeals. Project was chosen from over 1,500 submissions to go to Innovation Day. Of the top 20 presenters, our project received top billing and presentation of concepts. Propelled to the Innovation Council and was approved for initial funding of $60k to move forward with analysis phase. After touchpoint with council, phase two of project received green light to move forward which included approval of additional funding of $120k.

Education: Becker Junior College – Associates Degree 1988-1990

Training: Disney Leadership Course

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