Mar 2020 – Jan 2022 · 1 yr 10 mos

• Purpose of this team is to drive provider directory accuracy through outreaches to providers to verify demographic data. Includes quarterly audits to reduce fines/penalties. Partnering on blockchain initiatives with major health providers to help create a universal directory. This team has 170+ onshore FTE and 40+ offshore. Also responsible for Covid-19 Testing and Vaccine locator tools so members can find testing and vaccines as needed. This includes loading of the data as well as weekly validations and testing of new enhancements with strong partnership with the digital team.

Nov 2012 – Jan 2022 · 9 yrs 2 mos

Jan 2017 – Mar 2020 · 3 yrs 2 mos · colorado springs, colorado area

• Responsible for resolving escalated or urgent provider data loading cases for demographic as well as contractual Nationally with a team of 120. Additionally, partnering with UnitedHealthcare Regional Network and other business partners to improve current processes, procedures, reporting and tools used to complete accurate data loads. Took on additional high-profile projects such as Credential Onboarding and Credential Overstatement to help improve NPS scores

Nov 2012 – Jan 2017 · 4 yrs 2 mos · colorado springs, colorado area

• Responsibilities include management of operations managing TRICARE for the Western Region to include vendor management of Health Net Services. In addition leading a staff of ~400 across multiple locations, partnering with Support partners to achieve task at hand & deliver strong performance. Participate in overall strategic planning for organization. NAC certified
•  Launched start up call center operations in Colorado Springs 120 MSR’s , 5 Supervisors and 1 Business Manager-- now currently ~400 MSR’s, 19 Subject Matter Experts, 17 Supervisors, 3 Business Managers and ~100 Sub -Contractors
•  Six Sigma/Lean Process trained
•  Partner with Black Belts for continuous process improvements
•  Launched work at home initiative that has spread across the US
•  First to meet and maintain performance expectations of Quality and AHT during the launch and consistently since
•  Led Business Continuity plan for entire Call Center Operations
•  Led Values in Action teams across all locations driving Employee Engagement
•  Responsible for all high profile escalations related to TRICARE
•  Initiated department wide communications
•  Launched Call Center Intranet Site
•  Designed and managed INFOrm routing to all departments for contractual requirements- consistently achieving above goal each month
•  Responsible for sites in Phoenix, Alaska and Colorado
•  Improved internal processes for training and back office intake
•  Highest employee satisfaction out all departments for the first year with 11% higher results
•  Partnered and Launched sub teams for Billing/ Enrollment and Referral processing

Jan 2008 – Nov 2012 · 4 yrs 10 mos

• Responsibilities include day-to-day management of operations in BPO industry to include coaching and developing 42 exempts and 400 non exempt associates across a multi-functioning end to end credit card/banking environment.
• Launched start up call center operations in Colorado Springs call center in 2006 with 100 agents, 6 Team Managers and 3 departments
• Awarded finalist for Best Start Up Company in 2008
• Helped lead the transition from Barclays to Firstsource with 40% annualized agent and zero leadership attrition
• Creation and management of specialty queues (Retention, Bilingual, Escalation, Disputes by Phone, Fraud, Email Collections and Cross Sell Teams).
• Led, coached and motivated teams to exceed department performance goals by 120%. AHT, Quality, Late Fee Waivers, Sales conversion, Save %, Invalid Escalations, Collection rates and Adherence. Best in Network for vendors and captive sites
• Improved gross margins by 13% in less than 1 year
• Initiated a new adherence model to measure productivity driving a 7% increase in adherence and 9% improvement in occupancy which resulted in a one million dollar save to the organization
• Heavily involved with Six Sigma and green belt projects
• Increased percentage of agents meeting all metrics from 19% to 30%
• Improved agent utilization from 83% to 94%, resulting in a 4% lift in the PNL
• Support ever changing needs from client on daily basis
• Design and Launch of new Quality forms and initiatives
• Promoted from Operations Manager to Director/DGM in 2008
• Promoted from DGM to GM/Site Director in Jan 10

Jan 2006 – Jan 2008 · 2 yrs

Mar 2000 – Jan 2006 · 5 yrs 10 mos

• Responsible for Outbound/Inbound Sales Teams and Credit Protection queues comprised of nine team managers, nine team leads and 150 associates. Coached and motivated team to exceed department performance and sales goals.
• Led the process and system transition of Fleet Credit Card to Bank of America
• Responsible for growth of Retention Department from 40 associates to 150 in less than 2 months, while maintaining attrition under 40%
• First in overall departmental scoring/metrics to include all Bank of America sites for average handle time, quality, balance transfer conversion, save rates, adherence and customer satisfaction surveys
• Awarded Distinguished Performer Award for performance and employee satisfaction
• Advanced towards six sigma "greenbelt" certification for improving customer satisfaction surveys by 4%
• Managed the Associates in Motion team that helped improve overall site and employee satisfaction from 81% to 90%
• Awarded Team Manager of the Month 18 times out of 24 months based on quality, balance transfer dollars, low team attrition and agent satisfaction
• Developed incentive plans resulting a 5% increase in performance and success across both sites
• Managed top performing team in all call metrics across all sites 4 consecutive years.
• Promoted

Sep 1998 – Mar 2000 · 1 yr 6 mos

Aug 1996 – Sep 1998 · 2 yrs 1 mo

• Responsible for managing a group of 50 call center support associates and 80 customer service agents. Developed team to meet performance objectives and increase sales for incoming calls.
• Evaluated the support departments and reduced staff using cost benefit analysis processes which improved gross margins for the company
• Led process efficiencies exercise across all support departments resulting in deep coordination and partnership with Manufacturing, Marketing and Accounts Receivables
• Researched new technology for the call center and support areas in an effort to enhance efficiencies and communication for the entire Customer Service group. Resulted in a new switch for the call center.
• Led reconstruction of the company website which involved in-depth developing and testing
• Responsible for publishing a monthly newsletter for the Customer Service department
• Monitored and coached associates to ensure proper service, accuracy and professionalism
• Evaluated call-handle time in an effort to maximize efficiencies while maintaining high revenue per order
• Resolved escalated customer inquiries
• Promoted from Team Manager to Support and Communications Manager in 1998