Top Performing Manager

TOP-PERFORMING OPERATIONS MANAGER

ENTERPRISING, RESULTS-DRIVEN professional with over 15 years’ experience within steadily progressive positions of responsibility. Proven abilities as a Turnaround Specialist and Change Manager within both service and sales environments. Demonstrated a record of success in meeting and exceeding quality and customer satisfaction and retention goals. Particularly skilled in gaining employee buy-in and relationship management. Highly self-motivated.

Call Center Management Customer Service Optimization

Operational Strategy Workforce Management

Virtual Training Development Performance Benchmarking

Employee Satisfaction Leadership & Development

AMERICAN EXPRESS PLATINUM TRAVEL – North Charleston, SC October 2021 -

Operations Manager

Operations Manager American Express Travel & Lifestyle Services (TLS) for call center start-up. Expert in the area of customer service, and problem solving communicating across all levels of the organization, conveying needs clearly, and negotiating through to amicable solutions.

Serve as a coach and mentor, leading remote teams, establishing trust, building rapport, and as a catalyst syncing departmental focus towards operational and revenue targets through strategic initiatives. Responsible for presiding over departmental budgets, delivering invoices to clients consciously ensuring that resources are managed as efficiently as possible to maximize opportunities to reduce cost and mitigate the compromise of service deliverables.

Manage day to day virtual operations ensuring that all daily and periodic activities are completed as planned to achieve intraday, daily, weekly and monthly SLAs, revenue, and sales targets. Motivate and develop Team Leaders through coaching, feedback and personal development in order to enhance performance delivery, meet contractual obligations and maximize staff retention.

Responsible overarching engagement protocols for site leadership to ensure development of a comprehensive approach to team morale for both WFH and WFS personnel. Identifying and developing key strategies to address operational and performance gaps while achieving a comprehensive and consistent onboarding and handoff process for frontline employees.

INTERCONTINENTAL HOTEL GROUPS – Atlanta, GA January 2020 – October 2021

Contact Center Manager

Manager of the day-to-day operations of services center consisting of 30 direct reports, including remote teams, and support staff providing “white-glove” service in the areas of the front desk, concierge, and housekeeping for local and regional CMH hotel and resort guests.

Delivered financial returns by taking advantage of up-sell and cross-sell opportunities for IRD requests and reservations to see 21% increases in revenue gains through the new implementation of live (virtual) coaching and development of ISC agents across the east, west, and central divisions.

Set strategy for the organization and maintained contractual obligations for SLAs and while providing follow through on tactical execution training, coaching, and development of staff. Established accountability measures and KPIs.

COMCAST CABLE/NBC-UNIVERSAL – North Charleston, SC/ Atlanta, GA 2017 – 2020

Center Operations Manager

Responsible for overall operational execution, excellence, and delivery of differentiated results for tech/sales call center.

Established and maintained a winning performance culture for a startup to include benchmarking performance goals for

the Customer Experience team while leveraging Employee Satisfaction for Big South - Central Division consisting of 550

front-line in-house and remote/virtual employees.

Designed virtual training processes utilizing cross-functional partnerships to include Learning & Development, Human Resources, CCOW (Call Center Without Walls), and supervisory leadership teams. Designed internal strategies to address overall center performance goals, responsible for the management and development of Team Managers and CSR team members consisting of 15 direct and175 indirect reports.

INTERCONTINENTAL HOTELS GROUP - North Charleston, SC/Atlanta, GA 2014 – 2017

Contact Center Teams Manager

Provide direct strategies to drive sales revenue and member loyalty KPIs. Responsible for the central performance of 25 direct report front-line employees tailoring coach-approach feedback to enhance VOICE product awareness, customer retention, and engagement to exceed goals. Inspire others to deliver a tailored brand experience through expert market and customer insights, industry knowledge, and passion in a culturally diverse environment.

Execute on strategies and initiatives that promote brand/product preference, building customer allegiance and operational effectiveness. Enable change within the contact center environment where the team adapts and adopts required change quickly and effectively through continuous process improvement. Conducted mid-year and year-end performance reviews to include the launch of a self-paced new hire learning environment.

T-MOBILE USA Daniels Island, SC, 2006 – 2014

Contact Center Operations Manager

Managed call center operations accountable for the center performance of 675 FTEs to include customer service, collections, sales, virtual teams, and support staff. Created a proactive coaching culture through the development of policies, procedures, and operational processes to align daily production, quality, and service goals with business objectives.

Manage all aspects of recruiting, interviewing, hiring, coaching, and disciplinary processes; protect market share and manage budgets, achieve customer retention goals, and foster positive communications.

Education

ART INSTITUTE OF PHILADELPHIA, PHILADELPHIA, PA

CURRENTLY RESEARCHING TO SELECT AN ONLINE PROGRAM IN PURSUANCE OF A MASTERS’ DEGREE.

Affiliations

Member of Toastmasters International

Call Center Professionals

CCNG – Contact Center & Customer Care Industry Professionals Network

Technology Summary

Microsoft Suite, OneNote, Avaya, Genesys, Workforce, TNPS/ENPS, Timbuktu, Verint, Impact 360, IVR, P&L Management, Coaching Methodology Certification, Facilitating Change Certification, OPERA, PMS Nightcrawler, FSPMS, Telephony, PBR, IRIS – International Reservations Interface Systems, CXO – Customer Experience Optimization, SAP, Program Management, InMoment Q/A Analytics, Taleo Recruiting, E-Commerce, Holidex Systems, ADP, Pinnacle, Meagen, HotSOS, CORE, Cisco Finesse, STAR, CareSuite, Centrix, Co-Pilot, Harland Clarke, OFAC U.S. Dept. of the Treasury, Ultipro, Keystone, UKG Timekeeping, Ontrac, Paylogics, BVS, Performance Pro, Message Pay

Strategic Planning:

Designed a communication model to ensure the effective cascade of departmental plans aligning with overall business objectives. Ensured brand awareness through internal and external marketing campaigns of TNPS/ENPS market data. Secured a consistent brand standard message including design on onboarding program for 3-Prouduct Repair division. As a result, grew NPS from -24 to +10 within three reporting periods.

Project Management:

Managed end-to-end virtual training program to include curriculum development, roll-out, and residual modules. Integral part of the cross-training team, assisted in calibrations to include all training sites to abolish the cohort standard to a self-paced approach.

Key Results:

Successfully transitioned center from a strict service culture to a “Sales and Service” culture generating $23.3M on average per team in new revenue. Developed and rolled out scorecard-based accountability focusing on a new sales approach strategy to include maximizing cross-sell and upsell opportunities in the Northwest, Southeast, and Midwest regions.

Responsible for implementing strategies and tactics to ensure success during the peak performance seasons, exercise in root-cause analysis to meet objectives. Increased centers’ efficiency from 33.3% to 81.25% (47%) within a 12-week cycle.

Action Plans & Initiatives:

Aligned contact center’s training and performance processes and activities to respond on a real-time reporting basis. Coached, developed, and trained staff of 16 frontline leaders to meet and exceed performance standards across 16 key performance indicators (KPIs) and 10 leadership competencies. Closing gaps in performance through change management.

Designed and implemented a new sales curriculum producing a solid-performing sales team with an increased focus on a “service to sales” strategy as the platform for center growth enabling the contact center in shifting the performance focus.

Developed outlier (bottom 20% of production pool) “boot camp” to move the underperforming population to see 12% performance gains across metrics during the project time. Manage Tier 1 Tier 2 troubleshooting to include online chat.

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