Customer Service Manager

Daniel Kelly ** Briarwood Dr. ? Gilberts, IL ***** ? 847-***-****

acd8es@r.postjobfree.com ? Linkedin.com/in/dkelly3/

Field Service & Strategy Director

Visionary leader who advanced within technical/field service industry from

the ground up to manage field service operations, develop innovative

strategic solutions, and use technology to improve service operations and

the customer experience.

Key Contributions:

V Employ data analytics to identify, develop, and implement improvement

plans.

V Drive strategic alignment across teams through leadership and business

acumen.

V Reduce operational expenses, increase profitability, and improve

service.

Professional Experience

LG ELECTRONICS-Huntsville, AL 2013

Director, Field Service & Strategy

Recruited to direct national service organization with 65 direct/indirect

reports across field service, technical training, and strategic planning.

Reviewed analytical data, design 3-5 year strategic plan, and developed

action plans to improve technology, enable competitive service network, and

deliver exceptional customer experience.

Reinvented service organization for network of 2400 servicers to enhance

customer experience while reducing operational expenses, identifying

operational inefficiencies, and implementing reorganization plan.

< Improved repair turnaround time 9% and customer experience 14%,

achieving less than 7-day response by focusing on analytics and

continuous improvement initiatives in partnership with service

centers.

< Reduced training expenses and increased opportunities for field-based

resources by implementing learning management system to deliver online

training across network.

SEARS HOLDINGS CORPORATION-Hoffman Estates, IL 2006 to 2013

Director, Integrated Customer Experience (2012-2013)

Provided strategic leadership for integrated customer experience. Developed

cross-functional projects that emerged from leadership team efforts through

strategic planning sessions, monthly operations reviews, and daily project

reviews with the Chairman.

Selected to increase utilization of integrated retail initiatives,

transforming culture by leading retail store execution that bolstered

loyalty program enrollment and store engagement for Sears.

< Increased loyalty transactions 7.6% to achieve organization goal,

driving digital programs to bridge offline and online retail

experience.

< Achieved 95% compliance for daily posting in online community and

initiated strategic plans to improve posting quality by incorporating

regional/national content that reduced burden on store management.

Director, In-Home National Operations (2011-2012)

Developed strategy and delivered key operational metrics to drive direct to

consumer growth, providing C-level communications while supporting

marketing, business development, and pricing functions.

Targeted for high priority position and charged with driving field

operations within "Paid Call Growth" initiative to maintain same-day or

next-day response across 50 districts.

< Produced 2% YOY in desired paid call growth, reduced cancellations,

and declined estimates by implementing operational improvements.

< Increased EBITDA 20% YOY in target markets by spearheading In-Home

operations strategy that generated B2C consumer demand.

National Service Quality Manager / Region Service Quality Manager (2009-

2011)

Improved In-Home customer repair experience, led national customer

satisfaction initiatives, and managed regional leadership service quality

performance to improve profitability.

Transformed culture to align 50 districts and 8000+ technicians

nationally with "trusted advisor" framework, influencing and

collaborating with district leaders to develop innovative strategic

solutions.

< Designed training to focus service technicians on improving behaviors

and skills to build service relationships.

< Raised net promoter score 800 base points (BP), increasing referrals

which accounted for 52% of business.

< Increased customer satisfaction scores 700+ within 30 days of

developing strategic initiative, leading cross-functional project team

and reinventing technical workforce service approach.

National Program Manager, Mobile Computing (2006-2009)

Managed strategic initiatives within project management office (PMO),

partnering with IT to reduce costs, improve productivity, and enhance

operating efficiencies through mobile applications. Facilitated deployment

of initiatives including hardware selection and software releases to

bolster operations.

< Cut processing fee costs 50% and met EBITDA targets by identifying

opportunities, developing and presenting business case to secure

senior management approval and implementing changes.

< Increased asset inventory 82% to improve customer service, recognizing

lack of critical service tools, evaluating current processes, and

rolling out redesigned processes within 45 days.

AT&T (SBC / AMERITECH)-East Dundee / Hoffman Estates, IL 1987 to 2006

Area Manager / Field Operations (2004-2006)

Selected to direct multi-state organization with 14 managers, 170 service

technicians, and $15+ million expense and capital budgets. Performed root

cause analysis and implemented action plans to address service outages

24x7.

< Increased productivity to beat 6% YOY goal while saving $450,000 in

operational expenses, instilling discipline approaches to expense

management and incorporating tighter controls on overtime management.

Area Manager / Field Operations Support / Customer Systems Technician (1987-

2004)

Promoted to fill new role based on successful management of Y2K initiative.

Turned around customer service and bolstered efficiencies by enhancing web

based data warehouse and creating/implementing process improvements.

< Cut costs $4.2 million annually and increased ROI, leading cross-

functional teams charged with analyzing issues, developing solutions,

and implementing project plan to improve customer service resolution

process.

< Maintained customer service with minimal disruption during 4-day work

stoppage after expiration of service technician labor agreement,

anticipating problem, identifying requirements, and creating plan.

< Drove replacement of $15 million in batteries within 9 months as part

of Y2K initiative, ensuring adequate reserves for telecommunications

service in the event of widespread power outage.

< Improved and advanced customer service by developing 2 organizations

chartered to support customer service process gaps and streamline

customer interactions.

Education & Certification

Project Management Professional, Expected 2014

Master of Science, Communications Systems Strategy & Management,

Northwestern University, 2009

Master of Business Administration, Managerial Finance, DePaul University,

2005

Bachelor of Science, Telecommunications, Roosevelt University, 2002

Customer Experience

Field Service

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Operations

Project Management

Performance Metrics

Change Management

Advanced MS Office Suite

SQL, C++, Visual Basic

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