Sales Customer Service

Call Center Manager/Director – Established new call centers, directed inbound and outbound call centers.

Areas of Expertise

Sales Development Customer Service Call Center Management Process Improvement Operations Management P&L Administration Project Management Total Quality Management Training & Development Labor Relations

Professional Highlights

Throughout my career I have had the privilege of working in many functional areas including team building, Human Resources, Adult Training, & Sales Management. The bulk of my time has been spent in increasing customer satisfaction through great service and creative selling techniques. My greatest thrill is seeing those I have mentored succeed and grow. Some of my highlights:

Built a Call Center from ground up generating sales of $15.6M in first 8 months of operation

Generated $3.5M in new revenue over four months by establishing a new inbound call center

Restructured a team of 120 customer service agents into commissioned sales agents

Oversaw a team of sales professionals that achieved the highest quota in the nation for three years.

Trained newly hired sales agents to become revenue producing within 2 months. This involved monitoring sales calls and coaching on team and individual levels. Served as sales trainer for a 7 state region

Created training curriculum based on identified needs. Delivered training packages on a regional & national basis.

Reduced order processing time 77% by leading a multi-functional project team which changed process, negotiated changes in offers and implemented new on-line systems.

Served as the chairman of an Eastern region council responsible for developing and enforcing policies for a 15-state sales operation.

Ensured order quality for a customer base of 3,500,000 people by implementing daily, weekly, and monthly reporting.

Reduced breakage by 77% over three years, resulting in revenue recovery of $108M+

Consolidated 1,850 billing accounts into one, improving collections by 82%.

Career Track

Lionel LLC 2005 – Present

Call Center Director

Built a 50-seat inbound call center from ground up including both hardware & software decisions

Developed all objectives for Call Center used on a daily basis

Maximized resources through effective planning

Hired & trained & coached all management staff, sales agents & support staff

Monitor operation metrics, performance and efficiency (ASA, Average Call Length, Call Abandonment Rate)

Collected & analyzed call center statistics as related to customer service, cost, & sales quota attainment

Performs functions including monitoring, coaching and providing feedback

Monitored Call Center Operations on a daily basis to insure all specifications of performance were met

Plans and conducts department meetings

Maintains and analyzes budget against actual attainment

Prepared reporting for senior management

Develops and directs workflow and required staffing

Built Lionel Retail Store as a successful division of the company

AT&T 1988 - 2004

National Account Billing Liaison 1988-1989

Served as collection point for AT&T

Responsible for revenue from US Air, Amtrak, & AFL/CIO

Consolidated 1,850 billing accounts into one, improving collections by 82%

Achieved a 97% collection rate

Inside Sales Representative 1989-1991

Made outbound B2B telemarketing sales calls

Consistently achieved 150%+ of assigned quota

Received numerous awards for sales production

Promoted from position based on performance

Assistant Inside Sales Manager 1991-1995

Lead a team of B2B sales representatives to the attainment of sales and revenue quota. This included monitoring, coaching, development, discipline, and motivating

Oversaw a team of sales professionals that achieved the highest quota in the nation for three years

Supervised 20 direct reports

Promoted from position based on performance

Human Assets & Learning Manager 1995-1998

Recruited and hired new sales executives for a 7 state branch

Supported an Inbound/Outbound Call Center and an outside face to face sales force

Trained newly hired sales agents to become revenue producing within 2 months. This involved monitoring sales calls and coaching on team and individual levels

Responsible for continued training for outside and inside sales representatives for a 7 state branch. This involved development and delivery of training

Developed 2 courses that were delivered on a national basis.

Created training curriculum based on identified needs.

Delivered training packages on a regional & national basis

Served as a sales assessor on a national basis

Promoted from position based on performance

Inside Sales Manager 1998-2000

Lead an Inbound/Outbound Call center of 120 agents

Supervised 9 direct reports/120 indirect reports

Achieved 100%+ of weekly and monthly quota on a consistent basis

Lead a team that restructured 120 customer service agents into commissioned sales agents. This involved a culture change that used tools including developing training, delivering training, coaching and documenting progress

Served as mentor & coach for all assistant managers

Operations Manager 2000-2004

Managed two outsourced vendors to insure AT&T expectations and standards were met. Functions of programs included outbound telemarketing, inbound call center, order processing, and quality compliance

Span of control – 19 directly, 350 indirectly.

Budget responsibility - $5.5M per year.

Created and supervised a team that dealt with “broken orders”

Maintained a database of breakage points.

Established an inbound call sales team.

Negotiated contracts with vendors and documented processes.

Identified gaps and coordinated system enhancements.

Developed project plans, project flows, and methods and procedures.

Served on Leadership Team – Team charged with insuring business direction and revenue

Ensured order quality for a customer base of 3,500,000 people by implementing daily, weekly, and monthly reporting

Served as systems production approver for new system enhancement roll-outs

Chaired End-To-End Process Team – Project team charged with reducing order-processing time. This team was multi-functional. Team changed process, negotiated changes in offers and implemented new on-line systems. At time team ended we had reduced processing time 77%.

Service Corporation International, General Manager 1980-1988

Responsible for complete operation of cemetery.

Recruited and trained, sales team

Oversaw maintenance personnel

Performed public relations

P&L responsibility for $1.2M per year

Consistently received more then 100% of sales quota

Education, Training & Affiliations

Penn State University and Shepard College Coursework in Business Management

Villanova University, Six Sigma Green Belt Certification

Labor Relations Training – AT&T

Beginner, Intermediate, Advanced Microsoft Excel – AT&T

Advanced Microsoft Power Point – AT&T

Intermediate Microsoft Access – AT&T

Stress Management – AT&T

Time Management – AT&T

Inside Leadership and Learning Conference – AT&T

World Class Sales Leadership – AT&T

Negotiating to Win - AT&T

Workplace of the Future – AT&T

Project Management Essentials – AT&T

Tools and Techniques of Project Management – AT&T

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