Sacramento, California, United States
Customer-oriented General Manager with 16+ years of experience focused on increasing revenues and expanding margin. Adaptive and deadline-oriented consistently executes and completes multiple projects in high-stress environments. Meticulous leader and strategic planner with comprehensive managerial acumen, offering vision and motivational acumen. KEY AREAS OF SPECIALIZATION: - Performance improvement - Client account management - Process Improvement - Operations management - Coaching and mentoring - Exceptional interpersonal communication - Project Management
- Manage multiple processes for US Healthcare accounts. Responsible for hiring, firing, and performance management of teams for multiple projects, these are: o Front office: ▪ Inbound Customer service calls for individual Medicare Advantage Plans (Part C), Individual Part D Prescription Drug Plans and Utilization Management which entails prior authorization for requested services from Primary Care Providers. o Back Office: ▪ Appeals & Grievances – Review and address complaints or dissatisfaction with coverage, benefits, and transactions. ▪ Ancillary Routes and Fax – process member requests via customer care or through fax. - Internal department liaising within various support groups and projects to ensure end-to-end resolution to improve CAHPS Ratings. o Identify and implement initiatives to meet account deliverables, improve customer experience and staff retention. o Accountable for overall performance.
- Client Relations Management. Pre-empting possible client relationship gaps by ensuring good service levels, maintain high metric rankings across the enterprise and providing value added services. - Revenue/P&L Management. Ensure that Payroll Margins are high and operational costs are low. Ensure outperformance to hit client incentives. Builds, corrects and manages monthly invoices. - Forecasting. Ensuring that service delivery obligations are met and kept through proper headcount management. This includes attrition management and ramp management. It also involves pro-active analytics to ensure FTE Requirement assurance. - Site/Center management. Following regions managed: o United States of America • Stuart, Virginia – Retail customer service account • Paris, Texas – Retail customer service account. o Mexico • Hermosillo, Mexico – Retail Customer Service o Philippines • Silver City, Pasig – OVT Fraud, Retail Customer Service, Financial Services • Newtown, Cebu – Retail Customer Service. • Newtown 2, Cebu – Telecoms Company General care, Early Life, EAG. - Uphold company philosophies and processes to provide the best customer experience. - Project Management, especially during ramp season and centre start-up from inception to post-mortem implementation.
- Create and document operational processes using QMS - Led and maintained top rankings against 16 other centers in CSAT and overall performance. Moved performance from 14th last August 2013 to 1st place by the end of the fiscal year of 2013. - Analyze current Key Performance Indicators and identify and forecast current and future issues - Streamline current operational hierarchy - Assigned to create action plans to address fraud issues - Review current support group ratios - Assist in creating training materials for Leadership Development - Maintain and Improve current top ranking across all vendors.
Highlights: - Ensuring correct financial analysis and reports. - Redesigning and setting up businesses, organisational functions, and contributing to system processes or business processes related to BST (Business Support Team) - Assuring correct data and analysis with Key Performance Indicators across both the North American Region and Asia. - Automation of key reporting processes that would assist operations in hitting their targets - Ensuring the development and improvement of structure, co-ordination, documentation and communication related to assigned processes.
Highlights: - Successful turn-around of Net Promoter Scores that resulted in regaining client confidence which translated to additional productivity hours for the Centre. - Implementation of process improvements specifically on performance management and governance. - Authored Quality Management System specific to operations. - Average excess income of 3.5 million pesos on a monthly basis - Risk/Penalty free on income through proper headcount and performance management - Growth of the business through outstanding service delivery in the General Care and Billing space. Additional lines of business implemented are: a) Platinum/Fleet Customer Care, b) SMB Financial Services, c) SMB Online Telesales, d) SMB Pulse/Escalations Bay Team - Outperformance of 10% for the Platinum/Fleet (VIP) Customer Care. - Implemented and launched Online Chat services for our Bangalore team in Manila
Responsibilities: - Four years as Operations Manager in consumer and small business telecommunications and micro business and consumer financial services for an Australian telecommunications giant. This involves the development of strategic plans, budgets and managing large and small teams of multiple disciplines. Four of the years were within a 420 seat call centre organization with an average monthly call volume of 120,000 inbound. - Direct the activities of a staff of four operations managers, 29 team leaders and four hundred forty one agents providing call centre support for a top Australian telecommunications client account valued at Australian $14.3 billion. - Four years experience managing organizational change and developing employee training materials for new processes and technologies. - Manage Profit and Loss statements through outperformance and proper forecasting. - Conducts Root Cause Analyses and directs operations & operational support in formulating & executing action plans. - Create presentation and report formats used in Quarterly Business Review meetings with clients.
- Managed the activities of a staff of nine team leads and an average of seventy-five agents providing 24 X 7 call centre support for a pioneer VOIP communications company based in North America. Promoted based from outperformance, process enhancements and contribution during the start up stage of the account. - Improving and formulating program / department processes and procedures to improve performance. - Benchmarking, creating, implementing and monitoring key performance indicators for program and agent basic scorecards. - Creating specific, measurable, attainable, realistic and time-bound action plans for the program to address areas for improvement in certain key performance indicators. - Work force management tasks which include but is not limited to ramp-up planning, scheduling, forecasting and capacity management.