Customer Service Manager
Resume:
Brett J. Stonewall
**** ****** ***** ** • Cedar Rapids, IA 52402
**********@*****.*** • 319-***-****
CAREER PROFILE
• PROJECT MANAGEMENT • CUSTOMER SERVICE MANAGEMENT • OPERATIONS MANAGEMENT •
EMPLOYEE DEVELOPMENT • CONTINUOUS IMPROVEMENT • STRATEGIC PLANNING • PROCESS
IMPROVEMENT
• Results-driven customer service, project, and operations manager with extensive experience working in multi-
functional sales and service environments.
• Experience and demonstrated success in managing multi-functional work groups of 6-800 employees.
• Proven management and leadership skills in all aspects of service and sales center operations and project
management including vendor operations.
• Skilled at identifying opportunities, developing improvement plans and ensuring their effective execution to
improve operational performance.
• Strong developmental skills that allow for improved bench-strength and succession planning.
• Exceptional written and verbal skills allow for establishing strong inter/intra-departmental relationships with
employees of all levels.
PROFESSIONAL EXPERIENCE
ASSOCIATE MANAGER CUSTOMER SERVICE JUNE, 2011 – MAY, 2013
Hibu (Formerly Yellowbook)
Managed all aspects of a customer service and sales support team of ten to fifteen employees to ensure superior service
to clients and sales representatives calling on behalf of clients. Responsibilities included meeting all performance
metrics at the team level and working one on one with team members to continually improve individual and team
performance. Additional responsibilities included developing career planning for team members and additional projects
as assigned by my management.
• Led the launch of enhanced service delivery requirements within the department to drive improved Net Promoter
Score resulting in improved customer loyalty.
• Consistently set team level department benchmarks for both quality and attendance.
• Proven employee development skills illustrated by promotions of several direct reports.
CENTER OPERATIONS MANAGER JULY, 2009 – OCTOBER, 2009
Thomas L. Cardella & Associates
Managed all areas of center operations to meet and exceed service level agreements of the company’s clients.
Responsibilities included meeting all performance metrics for multiple clients while providing coaching and
development to front line management. Ensured all administrative and employee relations responsibilities were
completed in a timely and effective manner. Consistently evaluated existing processes and implemented enhancements
to improve overall operational performance.
• Implemented enhanced workflow procedures and requirements resulting in a 35% improvement in a key
productivity metrics.
• Established standard operating procedures and customer interaction guidelines resulting in a 75% increase in
organizational sales performance and 25% improvement in time utilization.
VERIZON BUSINESS (LEGACY MCI) JUNE, 1993 – MARCH, 2009
CENTER MANAGER OF CONFERENCE SERVICES
Managed the daily operations of a conference services center with an employee base of 110 to ensure operational and
performance excellence for the company’s enterprise business customers. Responsibilities included exceeding all
quality, efficiency and productivity goals while maintaining staffing requirements in multiple customer sales and service
departments. Continually evaluated opportunities for efficiency gains that allowed for a higher level of service to the
corporate customer base.
• Assisted with the planning and training of vendor employees in Manila, Philippines to assist with rudimentary
conferencing tasks to open up additional domestic employees for higher level work.
• Established well defined attendance and schedule compliance guidelines and inspection process to improve
productivity and reduce absenteeism.
• Coordinated contingency plan for operations during epic floods in Cedar Rapids resulting in center evacuation
that ensured service continuity for customer base.
• Implemented a quality assurance program that utilized monitoring, coaching, and development to improve
employee skill sets, increase accountability, and improve customer satisfaction.
• Spearheaded the creation of a formalized new hire training curriculum.
• Reduced customer escalations by 75 percent year over year.
SENIOR CUSTOMER SERVICE MANAGER
Managed the daily operations of all sales and service departments with an employee base of 300 to 800 employees to
ensure operational and performance goals were achieved. Responsibilities included exceeding all sales, quality,
efficiency, and productivity goals while maintaining staffing requirements in multiple departments. Established
interdepartmental goals with each department head to ensure the goals of all production and support groups were met.
• Integrated multiple customer bases resulting in 50% improvement in call handling efficiency and reduced costs.
• Spearheaded initiative to refine quality metrics and requirements that improved customer satisfaction by 15% and
was adopted throughout the mass markets customer service organization.
• Implemented sales goals in a segment that previously didn’t have them, increasing sales performance in the
group by 500%.
• Member of organizational team responsible for establishing and implementing standard operating procedures for
all levels of production employees.
• Participated in regular meetings with leaders of other departments to develop and execute plans to continually
improve operations while meeting the objectives of all departments.
• Aligned representative and supervisor bonus structure with center objectives resulting in 15% improvement in
sales performance.
• Earned top customer service center honors in 6 of 20 measurement periods and consistently finished each interval
in the upper 25% of all centers.
CENTER BUSINESS MANAGER
Managed the training, reporting, and communications departments that supported the needs of the production
department and company overall. Provided ongoing and supplemental training to improve production results and drive
company initiatives. Developed and delivered internal reports to assist production in driving sales and service metrics.
Organized periodic employee recognition and reward events and managed budgets for all production operations.
• Consistently met all budgets to ensure center didn’t exceed budgetary constraints.
• Worked with production management to develop training to improve sales and service results.
• Developed new reports to assist production in identifying and correcting opportunity areas more efficiently.
DEPARTMENT CUSTOMER SERVICE MANAGER
Managed the operational activities of 6 to 8 sales/customer service supervisors and 100 to 160 sales/customer service
representatives. Established daily, weekly, and monthly goals for all staff members and assisted supervisors in the
development of plans to meet expectations. Inspected documentation and followed up on questionable activity to
ensure ethical practices and company initiatives were adhered to. Implemented changes to policy and procedures to
improve sales, service and customer satisfaction results.
• Introduced new productivity measures and standardized operating procedures to the repair department resulting
in improved efficiencies and improved customer satisfaction.
• Implemented mandatory call flows for new customer service segment that allowed the group to become the top
quality service group in the nation for six consecutive months.
• Successfully implemented new compensation structure for sales representatives resulting in meeting budget
constraints and improved sales performance.
CUSTOMER SERVICE PROGRAM MANAGER
Worked as liaison between corporate departments and customer service centers to ensure organizational initiatives were
effectively implemented in all locations. Implemented new policies and procedures in concert with organizational
goals. Identified operational and procedural opportunities and developed solutions to improve them.
• Successfully eliminated a customer service segment that was duplicated through changes in call routing and
procedures resulting in improved efficiency and service levels.
• Identified opportunities in sales mix and implemented procedural changes to improve overall profitability.
• Introduced changes to quality assurance measures to increase individual accountability resulting in improved
internal quality results.
VENDOR OPERATIONS SITE MANAGER
Collaborated with members of vendor management to achieve the goals of the vendor and the client. Conducted regular
inspections of operations and vendor support during bi-weekly site visits to ensure adherence to contractual obligations.
Provided recommendations and guidance to vendor management to improve the success of the vendor-client
relationship.
• Introduced proven methods to improve sales and service results.
• Assisted vendor site to be capable of competing with legacy sites in sales, quality, and efficiency measures.
• Assisted one vendor site in reaching the top 20% of customer service sites on a regular basis.
• Improved quality by introducing mandatory quality monitor sessions for vendor management and providing
proven coaching techniques to be used for representative feedback.
Previous roles with MCI as Vendor Operations Site Coordinator, Financial Services
Supervisor, Customer Service Supervisor and Resource Management Specialist
EDUCATION
BACHELOR OF SCIENCE IN FINANCE JUNE 2007
Upper Iowa University
ASSOCIATE OF ARTS FEBRUARY 1992
Marshalltown Community College
REFERENCES
FAYE COOLEY-HEALY
Director, Global Operations
Formerly with Verizon Business
Relationship: I reported directly to Faye as a senior customer service manger and center business manager for over five
years.
DOUG RAPLINGER
Director, Vendor Operations
Verizon Business
Relationship: I reported directly to Doug as a vendor operations site coordinator and customer service manager for two
years.
ELVIS BERNAUER
Manager, Customer Service
Diamond V Mills
Relationship: Elvis reported directly to me as a customer service supervisor and also worked with me as a peer for several
years.
CANDICE JOHANSEN-SPRAGUE
Vendor Operations Manager
Verizon Business
Relationship: Candice and I worked together for thirteen years. Most recently we worked together to improve call routing
and segment integration projects to improve the customer experience.
BRIAN HAUMESSER
Supply Chain Manager
Rockwell Collins
Relationship: Brian and I worked together for eleven years in multiple capacities. Most recently Brian reported directly to
me as a customer service manager.
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