Customer Service Support

Donald K. Mick 203-***-****

*******@*******.***

OVERVIEW OF QUALIFICATIONS

A leader of transformations with experience in achieving breakthrough results in challenging situations. Don enables organizations to achieve success through a combination of innovative methods, program rigor and teamed based collaboration. Skills that clients value include: listening, discernment, communication, client focus, flexibility, creativity and personal values like persistence and collaboration. Don helps teams determine and implement the pragmatic actions that are required to achieve a major change.

Don acquired his knowledge and skills from working within a large organization for a third of his career and working within consulting organizations and independently as a consultant for two-thirds of his career. Being rooted in both types of experiences enables Don to appreciate and respond to the challenges faced by clients and client team members. REPRESENTATIVE TRANSFORMATIONAL RESULTS

As an Internal Resource for Aetna:

Participated in redesigning the way small pension plans were sold, implemented and serviced. As part of that process Don wrote the manual that introduced the new approach and processes for the field and home office.

Developed and implemented the first formal grievance procedure for Aetna. Designed and implemented an innovative program that enabled line employees to meet with Aetna executives.

Led a technology innovation initiative that used advanced technologies to produce breakthrough results. Breakthrough was defined as producing an order of magnitude improvement in a result. In three years sponsored seventeen projects of which twelve met the success criteria. As a consultant:

For SMUD, for the CEO, designed and introduced a rapid results change program. Co-led two successful project cycles. Results included technology transfer to internal staff and documentation and communication of a detailed methodology. Major successful change outcomes included enhancements to safety procedures and affirming a safety culture. For News Corporation in Australia, developed a successful customer service transformation. The strategy encompassed all major customer interaction processes for the Murdoch newspapers in Australia and involved establishing a new corporation. Wrote the transformation strategy. Built executive consensus around a redesign of the way customer-facing processes were managed. Led major organizational design and change management. At the request of News Corp., Don performed a benefits assurance role and developed risk mitigation strategies with the CEO and President of the newspaper group in Australia.

For Wilco Source, a startup systems integration firm, for the owners, developed initial marketing materials, and website approach, wrote proposals and participated in sales. Then, as a change resource, established HR policies and procedures and coordinated the establishment of the HR function in two offices in India and in the US.

For Bausch and Lomb, assisted organization in “becoming easier to do business with”!at a time when operational change was assessed as critical. The strategy redefined customer service rules and introduced cross-sell/up-sell opportunities into a consolidated contact center. Cross-sell/up-sell results exceeded the business case assumptions. The program was extended globally. (Article on the start of this project is available upon request).

For Compaq Computer, produced a global consensus on consistent service and support processes that was necessary to avoid defection of Compaq's largest global customer. A major ancillary outcome was the adoption of a global “knowledge chain” solution that significantly reduced the cost of customer support.

For Charles Schwab, supported the development of customer facing business processes that were simpler and quicker at a time when competitors had made Schwab’s existing processes obsolete. Supervised the development of computer-based business models and simulations and the development of a change management strategy used by the transition teams. Initial work radically simplified new account and account change processes. For Viacom, supported CIO in critical improvements in the effectiveness of the IT functions during a time of significant change and growth. The largest project involved the redesign and implementation of IT customer support business processes. Resulted in significantly improved customer support and reduced cost of support. Separate projects addressed business divisions including MTVN, ITG, Corporate, Showtime, and Entertainment. A second project involved the redesign of business processes to support global network management and planning at a time when network was being extended globally.

For Pacific Gas & Electric led Change Management for a significant energy efficiency project. Scope of the work included management alignment, governance, communications and training. Supervised other contract staff and PG&E resources. Project assessed by CEO as ones of the most successful projects in several years.

For LifeMasters, worked with the Corporate Planner and CEO to develop and implement a nimble planning and resource allocation process that was required to meet cooperate objectives in a rapidly changing environment.

For Unnamed, worked with the CEO to help the Leadership team overcome a failed merger. Included hosting a retreat for the executive team immediately after the merger broke down. For Rogers Communications, developed training and change management programs to support significant organizational and process change for eight contact centers employing 3,500 people in Canada. In a second project, developed a training certification strategy for training sales staff for wireless products encompassing all distribution channels. For Blue Cross of California, designed and implemented the “No Barriers”!customer relationship redesign program. In less than 100 days, the pilot lab resulted in reducing call transfers from approximately 60 percent to less than 5 percent with improved quality. For ATMOS Energy, helped the organization recover from a flawed implementation of a transition to using an outsource firm to process payments. Scope of the work included improving processes for the outsource firm, introducing SLAs and working with internal staff to address issues for major customers. For Axeda Systems Inc., designed a professional services function focused on service and logistics management consulting. Developed the organizational structure, compensation plans, billing rates and policies, benefits programs, and time and expense policies and procedures. For Nypro, developed a Global Quality review process with the Global Head of Quality to address quality issues impacting critical customers.

For non-profits:

For KidsvotingUSA designed the processes for the first national level voting program. For Friends General Conference, developed and implemented an organizational redesign required to sustain growth. In a second project, led a web redesign to enable the organization to become significantly more constituency focused.

For Lifetime Solutions, developed communications process to reduce stresses among team members. For New England Yearly Meeting, led a process to revise the leadership model. For Powell House worked with staff and volunteers to improve collaboration and communication. EDUCATION

Crozer Seminary (Now Rochester Center for Theological Studies): Masters of Divinity Glassboro State College (Now Rowan University): BA Secondary Education (History) PUBLICATIONS

Using Technology To Achieve Change, published by the American Management Association. Numerous magazine articles on the subjects of customer service, reengineering, building knowledge solutions and customer relationship management.

Subject of print and video documentation of client success stories used for marketing and sales by eLoyalty.

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