Richard George, MBA Houston, TX 503-***-**** acunfy@r.postjobfree.com

https://www.linkedin.com/in/richardgeorge1215

Astute leader with 14-years of experience driving operations, direction, and strategies for high-volume call centers. Employs Lean and Six Sigma methodologies to revamp organizations’ systems, procedures, and policies into efficient and financially lucrative enterprises. Excellent capacity to develop and manage cross-functional teams focused on impeccable service delivery and accountability for goal achievement. Stellar communication aptitude and relationship management with C-level executives, teams, and clients.

Core Strengths

Operations Team Building Staff Training Project Management Strategic Analysis Change Management

Trends Tracking Process Improvement Budget Administration Cost Reduction Operations Analysis

Contract Negotiation Call Centers Vendor Management Leadership Quality Assurance Data Analysis

Root Cause Analysis FMEA Product Development Cross-functional Team Leadership

Value Stream Mapping Performance Management

Career Track

WCI International, Inc. Houston, TX 2014-Present

Director of Quality Assurance ISO 9001

Build and manage cross-functional teams and to enhance operational performance and reduce errors, working with technical and core service SME to establish operating policies and standards. Guide the organization in development and use of KPI’s that support compliance and drive continuous improvement.

Streamlined operations to improve customer response time through implementation of new customer relations protocols, policies, and procedures.

Led cost-reduction initiatives that reduced need for a second shift and staff overtime.

Executed multi-department Lean Six Sigma initiatives, resulting in $300K saving within first year.

Ensure maintenance of QA records and audit document and quality control procedures, including internal QA audits for local, national, international, and legislation regulatory compliance.

Lead or support APQP, DOS, Kaizen, Lean, Six Sigma, Black Belt, and ITS programs continuous improvement activities for control of failure modes and improvement of product quality.

Provide maintenance and improvement on ISO 9001 certification; train staff in recertification requirements.

Liaise with project and engineer managers to review quality control requirements.

Network with QA representatives to ensure customer satisfaction with the company’s products and services

Promote a safety culture and advocate quality achievement and performance improvement organization wide.

Remain current on new processes and developments in the field of Quality Control and Quality Assurance

Develop methods to enable the accurate measurement of quality results from team members

San Jacinto College Pasadena, TX 2011-2014

Consultant – Operation Six Sigma Contact Center

Undertook reorganization of department with resulting improved operating systems, updated policies and procedures, and transformation into a profit-centered environment.

Reduced equipment costs by sourcing vendors offering more competitive and lower rates; also boost production quality by developing procedures that accurately measured operative performance.

Developed a culture that supported retention and staff morale through coaching, motivation, and implementation of reward and incentive programs.

Royal Johnson Consulting Vancouver, WA 2008-2011

Director of Operations – Six Sigma Consulting

Developed Lean and Six Sigma methodology-based training designed for clients and managed three call center Lean Six Sigma projects ranging from $500K to $2+M. Supervised four multi-site direct reports with 500-1000 seats per site and a $2M budget. Oversaw quality assurance of software rollout.

Implemented an automated data accuracy processes, reducing insufficient control inputs 31%.

Trimmed help desk hold times by half, improving CSAT scores 20%.

Restructured process improvement teams, resulting in first-call-resolution soft savings of $150K and employee-retention hard savings of $310K.

Executed financial management processes, reducing the IT budget by $400K.

Decreased laptop provisioning cycle time 30% and cell phone provisioning cycle time 21%.

Optimized cell phone usage and billing management, resulting in $700K savings.

Reduced new employee on-boarding process time 20% with a two day reduction.

CDI Corporation Beaverton, OR 2005-2007

On-Site Senior Delivery Manager / Call Center Manager

Directed Delivery Team of 126 individuals in engineering quality assurance and operational and sales support to CRM and project management. Oversaw $12M profit and loss for domestic and international clients. Developed 10-15 annual projects, delivering on-time and on-budget; projects included new client web platforms integrating marketing, sales, engineering, and legal data.

Designed SLA development metrics, reducing client costs 30% and improving efficiency rating 27%.

Implemented best practices, improving CSAT scores 30% and decreased FAQ calls 20%.

Reduced new hire on-boarding time 15%, improving call forecasting accuracy by 30%.

Sold new services and contract extensions, generating $6MM in additional revenue.

Awarded #1 in President’s Club in 2007, driving annual sales from $1MM to $12MM in 12 months.

Increased direct margin 9% by reducing expenses and increasing delivery price.

Lessened per-call cost from $6 to $2.60 and reduced abandoned call rate from 20% to 2.5%.

Maintained less than 1% unplanned turnover, compared to industry 5-6% for outsourced services and 10-15% for call centers.

Met 98% of SLA commitments.

Regence BCBS / AA, Inc. Portland, OR 2005

Customer Service Manager Call Center Manager

Oversaw operations for a 50+ person inbound Union Call Center, providing customer service to 60,000 clients. Managed $3MM budget and implemented performance tracking and reporting system.

Improved quarterly client quality scores 15%.

Led staff training and re-training, increasing first call resolution from 50% to 72%.

Developed Best of Breed call center processes, improving efficiency by 15 days and reducing call volume 15%.

Medicine Assistance Program Vancouver, WA 2002-2004

Program Operation Manager / Call Center Director

Guided development of a home-based call center with 10 home-based and three on-site staff. Served as Chair for the Service Delivery Committee, resource allocation, facility planning, and problem resolution. Led audits.

Improved CSAT scores 3% by implementing operating metrics.

Increased schedule adherence from 70% deficient to 20% deficient.

Reduced average call value by 25 seconds and cost-per-call from $3 to $1.5.

Boost volume forecast accuracy 30%.

Achieved 90% employee retention.

Maintained an abandoned call rate less than 5% and 24-hour response to e-mails.

Decreased data errors 5% and increased medical office signups 5%.

Configured a hub and spoke cross-functional labor pool, reducing operation costs 60%.

Education

Master of Business Administration, City University at Seattle

Bachelor of Science in Political Science, University of Denver

Graduate Human Resource Management & Development Courses, Chapman University

Six Sigma Black Belt Six Sigma Lean Black Belt

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