Leia Strothcamp

**/*/****

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

314-***-****

acxddq@r.postjobfree.com

PROFESSIONAL SUMMARY

Information Technology Service Operations professional with a wealth of experience in streamlining Information Technology processes and procedures. Strive to create the optimal customer experience at every opportunity. Interact with customers to understand and anticipate their needs and priorities. Improve customer satisfaction by building a dialog, listening to the customer’s needs and providing solutions. Proactive in change management processes by having high visibility and open channels of communication to promote smooth transitions when changes take place. Recognized for outstanding work in developing, mentoring and managing teams to serve the needs of the organization. Build strong alliances throughout the organization. Particularly effective in identifying opportunities for service improvements through the design of new protocol.

EDUCATION

Data Processing, Sanford Brown Business College, St. Louis, MO

CERTIFICATIONS

ITIL IT Service Management Essentials Certified

Citigroup RCSA Operational Risk Policy and Standards Certified

Helpdesk Institute Support Center Analysts Certified

Helpdesk Institute Support Center Manager Certified

Helpdesk Institute Support Customer Support Specialist Certified

CORE COMPETENCIES

ITIL Methodology

Cross Functional Leadership

Customer Service Mindset

Process Driven Relationship Management

Service Level Management

Team Building

Leadership

Organizational Development

EXPERIENCE

World Wide Technology, St. Louis, MO May 2013- Present

World Wide Technology (WWT) is a global systems integrator and supply chain solutions provider that brings an innovative and proven approach to how organizations around the world evaluate, architect and implement technology.

Global Service Desk Manager

Ensure we meet Customer Objectives of the Service Desk organization. Monitored and drove down Average Handle Time (AHT) and After Call Work (ACW) without impact to Incident Resolution (IR), Average Speed to Answer (ASA), or Customer Satisfaction maintaining 98% Customer Satisfaction scores.

Provided growth and development of the team members to build future tier’s at the Service Desk currently grooming 3 deskside support technicians to take a Tier 1 to Tier 2 structured approach. The growth of the company is driving the need to develop SME’s, build career paths within the Service Desk and allow for skill based routing of incoming Phone calls and Tickets.

Facilitated and provided feedback to team on issues such as customer service, communication, and technical skills to enhance the quality of the support delivered.

Led team collaboration to identify processes, gather requirements and perform GAP analysis to develop a Global Service Desk to support Desktop Application, Enterprise Application, Exchange, Voice, Video, Instant Message, Printing, File Services, and Asset Management.

Built inventory processes to improve the tracking of assets. This led to being able to forecast and control costs within in the IT business as they doubled their employee base this past year from 2000+ to almost 5,000 total employees.

Coach, mentor and develop employees, including new employee onboarding, performance feedback, recognition and rewards as well as disciplinary actions.

Implemented Self Help Community to our social stream environment WWT United (Share point).

Collaborated with Risk Management team to develop our controlled documents process and ensure we were within the companies audit guidelines.

Developed recognition program for team accomplishments and Survey feedback.

Drove Service Now knowledge management module to the Service desk we are in the pilot phase for the IT Operations area at this time.

Implemented Recycle program to drive donations for local charities.

Drove the implementation of Mobile Device Manager (MDM) Identity & Access Management (IDM) & VPN/RSA to the environment by setting up roadshows, documenting step by step instructions and first hand assistance with our customers.

CIGNA HEALTHCARE, St. Louis, MO Oct 2011- May 2013

Cigna Corporation and its subsidiaries serve millions of people worldwide through medical, dental behavioral health, pharmacy, vision, life, accident and disability benefit plans and insurance. Known as a health and related benefits company, involvement with customers of all kinds goes deeper than handling insurance claims.

Senior Customer Service Director

Managed 7 Direct Customer Service Managers, which have teams of 18-20 and whom are responsible for coaching, issue resolution, service level compliance, and quality assurance. Servicing over 100,000 Members. Managed the team performance to deliver a true Customer Centric experience for each member.

Managed resources to ensure we meet objectives and stay within assigned budget.

Ensured compliance with the organization's policies and government regulations were met.

Managed employee engagement and development for employees. Building internal talent and driving culture of learning.

Executed key strategic initiatives as outlined in Enterprise Strategy.

Directed the review of operations systems and procedures, and recommended improvements to increase efficiency.

Directed and managed Select accounts as well as Client relationships with an end-to-end perspective to enhance and effectively drive results for CIGNA's Customer Centric Service proposition.

Established and maintained strong working relationships with all internal and external business partners -- Customer Advocacy Leadership, Productions Services, Call Centers, Command Center, IT Applications, Sales, Brokers and Client Contacts.

TEKSYSTEMS, St. Louis, MO Oct 2010 – Oct 2012

A leading Global Services Organization. TEK Systems is a flagship company of Allegis Group, a $5.6B enterprise with positive annual growth since its founding.

Boeing Program Manager

Managed daily operations for Enterprise Help Desk. Supervised 5 Managers with approximately 150 Help Desk analysts and specialists that assisted Boeing personnel with communication, network and PC related problems. Support over 150,000 users. Responsible for coaching, issue resolution, service level compliance, and quality assurance.

Responded to Boeing incoming support contacts within agreed Service Level Requirements.

Implemented initiatives across analyst population to assure readiness and consistency.

Revitalized and restructured teams to improve productivity across 4 supervisors running 24x7 operation.

Drove improvements based on metrics associated with key performance areas.

Implemented call scripts / campaigns to focus on driving defects out.

Monitored and drove down Average Handle Time (AHT) and After Call Work (ACW) without impact to Incident Resolution (IR), Average Speed to Answer (ASA), or Customer Satisfaction.

CITIGROUP, O’Fallon, MO July 2003 – Oct 2010

Citi, the leading global financial services company, has approximately 200 million customer accounts and does business in more than 140 countries.

Service Desk/Command Center NOC Manager

Managed 4 of supervisors, Tier I, Tier II and escalation agents to ensure customer service levels, escalation timeframes, and ACD goals were met. Developed staff through consistent coaching, career counseling, mentoring, training and goal / objective setting. Performed management duties including performance planning, reviews, hiring and disciplinary actions.

Specialized project work

Offshore Consolidation, Incident Reduction, Voice of the Employee, Focus Group Development and Team Building.

Transitioned Single Sign on Password resets to offshore team which simplified support, enabled utilization of existing staff in India and reduced expense for SSO password resets from $250K / year to $100K / year.

Transitioned High Severity 1 support for all Lines of businesses to one support team which allowed simplification of processes, promoted standardization and reduced expenses resulting in an annual savings of $198K as 10 resources were released.

Reduced expenses by reducing the volume of calls to the Service Desk for password resets. Through marketing and business focus groups we were able to reduce the Password reset calls by 37% in the 2nd quarter of 2010 while maintaining a consistent high client satisfaction.

Reduced password reset calls which will save the business approximately $1MM a year.

Managed project for the Service Desk to move from password reset tool to One Reset.

Managed Offshore India Consolidation for Password Reset, Application and Hardware support. Organized site arrangements, staffing, training, phone consolidation, tool consolidation, knowledge base consolidation, and business communications for full support offshore.

Implemented Incident Management team within the IT division, resulting in improved communication to the business, exceptional teamwork, decreased system downtime and improved communication within the IT.

Led efforts in educating customers in the use of Self Service tools, Marketplace and overall Service Desk Operations. Resulted in lower call volumes, faster resolution rates and 90% customer satisfaction scores.

APRIAHEALTHCARE St. Louis, MO May 2002 – July 2003

Apria employs more than 9,700 healthcare professionals in more than 480 Apria branch offices across the United States.

Customer Service Manager

Managed daily operations for Customer Service Team with 5 Supervisors and a team of 45 employees handling phone calls, insurance coverage verification, quality assurance, suspended billing, switchboard, travel coordination and administration functions.

Installed new Automated Call Distribution System and implemented new teams for customer service to measure productivity for new call center.

Decreased average speed of answer from 1:32 to 0:22 seconds within 3 month period.

Decreased abandon rate from 12% to 6% within 3 month period.

Decreased longest call holding from 24:00 to 6:00 minutes.

Evaluated and decreased Insurance Coverage numbers from a daily backlog of 60,000 to same day verification.

Evaluated and decreased Suspended Billing numbers from $400K to $200K in a 6 month period.

Implemented performance plans for the Customer Service, Quality Assurance, Suspended Billing and Supervisory teams to increase productivity.

Decreased overtime from an average of 14 hours per agent to 3.5 in a 9 month period.

A.G. EDWARDS & SONS, St. Louis, MO Aug 2000 – Nov 2001

A nationally recognized leader in the financial services industry with 6,000 financial consultants in 670 offices throughout 49 states.

Helpdesk Manager

Supervised Helpdesk, Command Center and Quality Assurance Team. Managed daily operations for Help Desk. Supervised approximately 20 Help Desk analysts and specialists that assist branch personnel with communication, network and PC related problems. Supported over 7,000 users. Responsible for coaching, issue resolution, service level compliance, quality assurance and other supervisory functions.

Evaluated, approved and implemented new training program for the new Helpdesk Analysts.

Designed proper interviewing questions form for New Hire Interviews. Participated in hiring over 40 analysts to help with the revitalization of the Helpdesk.

Revitalized and restructured the Command Center to become the central communication hub of the Helpdesk.

Supervised development of new scheduling and forecasting software tool for newly established Helpdesk staffing 75 – 100 people.

Proposed new reporting structure to show outcome on a daily, weekly and monthly basis. Outcome showed that we were over staffed by 10 analysts.

Developed Quality Review Team designed to deliver analysts feedback on specific calls each month; and roll up an overall quality measurement to report outward through the organization. Interviewed candidates, selected and developed team.

EDWARD JONES, St. Louis, MO July 1988 – June 2000

A leading financial services firm that focuses on meeting the financial needs of individual investors. Team Leader, Helpdesk 1994 – 2000

Senior Helpdesk Analyst 1988 – 1994

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