Greater Milwaukee
Results-driven management executive with over 20 years’ experience in training, development, total quality and project management, including 16 years of contact center management in domestic and international operations. Offer successful track record of managing and supporting Customer Service and Inside Sales departments for multi-million dollar companies. Skilled in building strong team environments and fostering open communication. Extensive experience in Total Quality Management. Strong verbal communication and organizational skills. Experience in outside and inside sales.
Our mission is to honor the life of Payton Alexander. Embracing her strength and spirit by giving back to her community, helping children and young adults battling cancer, while also funding research for Ewing’s Sarcoma
Manage development of company website(s) and evolution of the brands thru the online channel. Enhance marketing strategies through the use of the company's unique online loyalty tools and products. Responsible for oversight of back-end integration between brand website(s) and legacy business system. Maintain working relationship with key vendors to align marketing objectives and goals. Work closely with product management on trends and customer needs, buying behaviors, pricing analytics and key areas of risk.
Managed Customer Service Center, Pricing Team and Product Specialists. Introduced key process improvements in first 3 months of employment for Customer Service, Warehouse and invoicing departments which resulted in a 20% improvement in productivity in the sales order to invoicing process. Facilitated and coordinated the needs across the organization to drive process improvements, including marketing, sales/pricing, warehouse management, finance and service teams; while ensuring we maintained a high level of service, regulatory requirements and process efficiency. Recruited to lead initiative to identify and drive process improvements in customer service departments of two of the other divisions under the Sarnova organization. Identified KPI’s, developed Scorecard, retrained customer service representatives on key modules in Great Plains system and implemented additional areas for process improvements. Lead Project manager for several Great Plains upgrades over tenure. Focus on process improvements, training, budget and project timeline. All upgrades complete on time and within budget. Project lead for implementation of integration between ERP and E-Commerce site. Automation of web sales orders, customer information, pricing, item information, order tracking and order history. Drove reduction in headcount, eliminated manual order processing for web orders from 3-4 hours per employee to less than an hour, decreased order entry errors through automation, increased visibility into sales order cycle times, improved customer service through faster order acknowledgement and sales and business growth due to increased engagement with customer service representatives. Integral team member of successful launch of new brand for Emergency Medical Products. School Kids Healthcare was launched after successful acquisition of established school distributor. Focused on market research for brand strategy, design and implemented E-Commerce platform.
Manage development of company website(s) and evolution of the brands thru the online channel. Enhance marketing strategies through the use of the company's unique online loyalty tools and products. Responsible for oversight of back-end integration between brand website(s) and legacy business system. Maintain working relationship with key vendors to align marketing objectives and goals. Work closely with product management on trends and customer needs, buying behaviors, pricing analytics and key areas of risk.
Manage Customer Service Center which supports five operations located in United States, Mexico, and Europe. Total Sales of $150M in 2000. Facilitated Division Total Quality Management effort to drive improvements in total customer satisfaction. Role included thorough review of internal processes and project management of implementation. Core member of the ERP Implementation team for the Oracle Order entry module. This responsibility included set-up integration, establishing business process improvements, testing and training of the Oracle Order Entry module. Successful “Go Live” date occurred 3 months ahead of schedule and under budget. Project Manager for E-commerce initiative for distributor customer base. Lead the team to help redefine and implement new procedures to ensure data integrity and real-time and accurate data. Introduced performance management process that resulted in call abandon rate reduction from 11.3% to 3.5% and Order Entry Pricing error rate from 50,000 PPM to 5,000 PPM. Maintained a retention rate among the service center staff at less than 2% in 2000 compared to 30% in 1999. Process improvement team leader for sales order to cash process.