Profile Creating Value for Customers, Employees and Owners

Results oriented professional, passionate about continuous improvement, innovation and sustaining profitable growth for the enterprise. Proven project integrator leveraging technology, employee engagement and strategic partnerships into business processes to drive quality, efficiency, customer satisfaction and ROI. Accomplished program leader for both development and operational teams attaining goals and objectives through ideation, cross-corporate collaboration and delivery focus. Change agent with critical thinking, teamwork and employee development skills to drive strategic initiatives and business process improvements through the value chain to customers and internal stakeholders. Experience negotiator achieving goals within contracts and programs. Open and ethical. Certified Project Manager Professional PMP from Project Management Institute PMI .

Areas of Expertise

• Program Management Business Process Improvement Stakeholder Management
• Customer Lifecycle Management Operational Risk Management Revenue Assurance
• Lean Management Business Process Outsourcing Transition Management
• Project Management and Governance Integrated Change Management Budgeting

Professional Experience

Confidential

International designer of textile consumables for fashion, home and hospitality sectors utilizing green technology

Vice President of Information Technology

Restored system integrity to a business in financial transition. Revitalized legacy applications through improvement of data quality, server load balancing and computer room environment stabilization. Developed technology roadmap with quote based budgets for application software, internal hardware and communication services to support the company's bankruptcy emergence. Transitioned services to cloud based platforms for voice and email. Conducted ERP selection process and negotiated contracts. Upgraded hardware used to develop studio designs, control plant production quality, track environmental emissions and support business applications. Developed job descriptions, hired staff and managed contractors. Teamed with the third party restructuring group to provide key operational and financial information to the courts supporting the reorganization with transfer of control to new equity partners.

Confidential

Wireless telecommunications carrier servicing customers within the mid-Atlantic region with national coverage

Director of Integrated Services

• Strategic and tactical program leadership for enterprise projects, revenue assurance, OTC and customer lifecycle management. Leadership dimensions included direct responsibility for 100 personnel and annual budget of 15M . Relationship management for 20 key business partners utilizing three models including Business Process Outsource BPO , hosted application service SaaS and service bureau. Sarbanes-Oxley SOX representations for usage based revenue streams and wholesale billing totaling 420 million annually. Weekly, monthly and quarterly reporting to C-level Management. Cross-functional project management and analytics for Sales, Marketing, General Care, Engineering, Finance and IT Agile programs to drive market penetration and operating margins while executing a balanced scorecard strategy. Provided transition management to support commercial expansions product/service/network , business process improvements and new business applications. Program alignment, policy administration and operational leadership for Sales Performance Management analysis, Industry Customer Quality trends, Customer Qualification, Consumer Billing B/OSS , Fraud/CALEA Management, Payment Channel Partners, Strategic Partner Wholesale Billing Sprint , Indirect Agent Order Administration, and revenue recovery. Developed Key Performance Indicators KPI to track changes in the business and SMART goals to drive business improvements. Incorporation of Voice of the Customer VOC , Consumer Behavior Analytics and Critical to Quality inputs to structure Customer Experience and Operational Excellence agendas along value streams according to ROI and strategic value. Champion/Challenger A-B proof of concept campaign management. Developed optimization plans within programs to drive continuous improvement of call center operations including Retention, Technical Support and Payment Services teams. Mentoring and career plans for direct reports and key performers.
• Sample of Contributions
• Development of systems and business processes to support corporate launch of Telesales and Online Sales Channels as well as alternative payment solutions e.g. IVR, online, in-store kiosk and payment partners . Workflow optimizations to support productivity and customer experience improvements.
• Full project lifecycle implementation of Convergys Integrated Rating and Billing platform to support real-time rating and service control for subscribers in a hosted environment. The high availability platform also supports IVR, online account maintenance and multi-channel payment options for wireless customers. Deliverables from cross-functional in-house staff of 40 personnel and 7 vendor groups were coordinated to meet aggressive timelines. Reserves for the 7.5 million project were protected. Service levels and revenue continuities were sustained throughout the transition. Care Center calls per customer metrics were reduced by 23 within 3 months of conversion versus pre-implementation legacy baseline and solution exceeded the expected monetary value EMV proposition while maintaining scope.
• Developed and administered performance based incentive and bonus programs to drive employee behavior for Customer Retention and Payment Services groups. Increased save rate for Customer Retention by 24 while lowering cost per save by 11 within the first year of assuming leadership responsibility. Transitioned early default collection operations to an insource model driving fully burdened productivity up 97 in the first year and beat bad debt budget by 42 . Project outperformed EMV and increased CSAT as measured by NPS.
• Enhanced customer experience through relationship transparency provided by an overage alerts system allowing customers to upgrade service packages or manage service consumption to avoid surprise billings.
• Attrition modeling, third-party data sources and Know Your Customer KYC management best practices incorporated into credit and fraud programs to drive Sales and billing revenues through business intelligence while guarding the organization and customers from fraud.
• Established organizational standards and administered compliance for FCRA, CPNI, CCIP PCI DSS , CALEA and FDCPA to guard consumer information and organizational risk exposure.
• Maintained the lowest voluntary and overall employee attrition rate across call centers. Implemented STAR principles with NPS and FCR focus within call center groups to drive customer first value system.
• Development of price elasticity models across geographical, lifestyle and economical customer segments to measure purchase behavior and payment performance. Incorporation of analysis into Marketing and Customer Experience programs to drive lifetime value through Sales, Churn and ARPU campaigns.
• Implementation of Credit workflow programs to balance approval rates against budgeted risk for credit challenged customers. Results included a 5 lift in non-deposit approval rate, 75 reduction in field escalation, and 24 reduction in payment default. Human capital and financial waste elimination
• Utilized Business Process Outsourcing BPO partners to drive down financial risk while improving operational metrics. Integrated an online short-term loan payment channel to allow customers lacking immediate funds more time to pay while BPO immediately transferred funds for approved amounts eliminating consumer debt. Transitioned indirect agent payment solutions to a BPO to reduce the agent channel's maximum cash float from 60 to 3 days and expanded number of payment centers. Developed a BPO technical support help desk relationship to assist internal Technical Support team with service guide, FAQs, and trouble shooting opportunities associated with Smartphone launches.

Confidential

Project Management Office PMO responsibility to identify areas for improvement, value opportunities and deliver on projects to measurably impact the customer experience and employee value added productivity. Due diligence and planning activities were conducted in support of strategic corporate acquisitions.

Key Contribution

Directed a tiger team focused on resolving quality and performance issues surrounding Customer Experience and Revenue Assurance functions. The realized impact of scoped projects, procedure modifications and workforce education included measurable reductions in calls to care per customer, average handle time, revenue leakage and time to market for new rate plans. Sustaining programs now exist utilizing a Six Sigma DMAIC approach for continuous improvement and performance management.

Confidential

Development and administration of PMO for IT deliverables in support of the company's market acquisitions and divestures activities 407M while maintaining continuity of the customer experience and complex critical path system dependencies through business transitions. e.g. B/OSS integration for prepay and postpaid services, new POS implementation, Customer Self-Service system integration, new Call Center startup, new Fraud Management system integration, HRMS conversion, Corporate Intranet expansions, Payment Gateway BPO and Lockbox BPO. Directed execution of the project portfolio and reported status to executive leaders and operational stakeholders.

Key Contributions

• Negotiated and administered transition service agreements between wireless carriers.
• Executed RFP processes, business partner selections, contract negotiations, and service implementations with new BPOs and hosted application service providers to scale the operation while expanding service delivery capabilities.
• Coordinated critical path delivery of IT solution development projects to support enterprise transitions between carrier workgroups NTELOS, Verizon and PrimeCo , networks and service locations all on time and within the 6 million budget and according to scope while doubling the supported customer base.

Confidential

• IT Business Architect with PMO and advisory service responsibility for collection of business requirements for RFP, development of preliminary project scope with budget, vendor review, SWOT analysis, cost/benefit ROI analysis, vendor selection collaboration between functional areas of diverse BUs, creating work breakdown structures, resolution delivery for gaps, incorporation of client business design and industry best practices through application configuration, coordination of technical staff assigned to ETL and application extensions, solution testing module, integration and stress , and adherence to DSDM methodology utilizing RUP and XP methods. Maintained strong trusting relationships with client project sponsors and team members throughout the engagement.
• Inventory and business processes standardized to through workforce training to improve supply chain operations across the enterprise.
• Implemented Oracle Application's Manufacturing ERP suite across the client's domestic manufacturing operations ahead of Y2K deadline within the 21 million budget and according to quality vision of project governance.

Confidential

Assigned to a commercial manufacturing plant with yearly production of 360M to re-engineer inventory flow and supply chain management procedures along with application transaction requirements to improve operational efficiencies. Supported offshore expansion of products to plants in China and Italy as well as new product start-ups for the facility. Training customers to utilize system and process improvements. Mentoring of junior staff members. Represented IT on committee entrusted for facility's ISO 9001 certification.

Confidential

Lead application development and datacenter operations for the client's manufacturing facility. Installed onsite datacenter, managed staffing local and remote to support client objectives, and partnered with Plant Manager to lead a three month turnaround plan taking the client facility from operating in the red to well into the black while improving production variance metrics. Utilizing Demand Flow Technology DFT , value stream mapping, root cause analysis and 5S concepts, wasteful production activities were eliminated and the plant was kept in operation. Guided migration of eleven products to the facility resulting in a 50 percent sales volume increase.

Confidential

Lead Systems Engineer for system transitions and integrations in support of a Fortune 500 international communication and financial services company's acquisition of a competitor. Utilized SDLC methodology as a team leader for development and implementation of a telemarketing system. MRP II business application transitions for manufacturing clients. Built trusting relationships with clients and system audit committee members.