yyyyyy x. yyyyyy
0000 xxxxxx xxxx ,
xxxx , xxxxx 00000
results-driven leader eager to contribute extensive expertise in information quality/process improvement, as well as dynamic account management, client servicing and strategic planning skills toward actively supporting a progressive organization in optimizing operational and financial performance.
ø offer over 13 years experience in designing, streamlining and standardizing operations, services and business-delivery systems, with comprehensive background in utilizing six sigma process improvement methodology and tools to drive desired results.
ø effectively define, develop and implement targeted action plans to maximize operational productivity, efficiency and profitability.
ø proactively train, develop and direct motivated teams and create a collaborative environment conducive to achieving high levels of employee retention and job satisfaction.
ø proven dedication as a team member, as demonstrated by longevity and progression throughout career.
ø dynamic communication, presentation, relationship building and problem-solving abilities.
ø excel at interacting with broad populations including senior management, staff, clients and external contractors.
ø highly versatile; quickly master new roles, responsibilities, technologies, and environments.
ø facilitate smooth communication between staff and senior personnel and expedite workflow to attain objectives.
ø demonstrate outstanding problem solving and active listening skills; diffuse difficult situations with tact and ease.
key career achievements
ø generated approximately $27m in savings over a 5-year period at alltel wireless.
ø recognized in alltel s annual report in 2005 for reducing voicemail call volume by $4m.
ø won quality improvement competition sales & service region north america, advancing to regional finals in athens, greece in 2003.
ø advanced to world finals in lisbon, portugal as one of 10 teams selected from 500 entries worldwide, as a quality improvement competition regional finalist.
ø reduced call center completion cycle by 50%, un-collectable revenue by $690k, and a/r by $3.5m at philips medical systems.
ø successfully managed several key accounts generating $1m annually while maintaining 50% margin and 98% turn-around time at ncr corporation.
ø achieved great performance nominee recognition for automating the call handling process at depot center.
alltel wireless 2003-present
director, process development (2007-present)
contribute dynamic leadership skills in transforming an error-filled interconnect billing process and uniting several resistant organizations and vendors to identify and correct defects.
apply sharp business acumen toward defining and implementing policies to boost overall operational
performance, generating $7.3m prorated savings in 2008, equating to $13m in annual savings in 2009.
director, call center business improvement team, process development (2004-2007)
successfully built top-performing personnel vital to supporting enterprise-wide operations by strategically using six sigma methodology to drive process improvements, resulting in $4m in savings in first year.
prevented growth in the percentage of the customer base calling in for support due to effective efforts to eliminate defective calls.
drastically decreased repeat calls and improved first call resolution, leading to $1.9m in savings.
produced $2.7m savings by identifying defects and stabilizing call routing system self-serve functions.
consultant, process improvement team (2003)
recruited to conduct comprehensive evaluation and analysis of operational alignment to determine best structure to support standardization, optimization and improvement of company-wide processes.
maximized efficiency and implemented cost-savings programs by creating a process development organization and consolidating ownership of key business processes.
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philips medical systems 2001-2003
program manager, customer service
innovatively designed, developed and implemented organizational and departmental strategic plans, a business balanced scorecard, and a website to host the organization's strategic plan and results, collaborating directly with customer service leadership.
relied upon to lend expertise toward managing the philips quality improvement competition (qic) and process survey tool for cs north america, with strong focus on optimizing productivity, efficiency and quality.
led, mentored and motivated multiple black belt project teams to standardize and improve call center and field productivity and profitability.
significantly reduced the total number of aged service orders (>10 days) by 55%, as well as the number of service orders missing or with invalid purchase orders by 91%.
ncr corporation 1994-2001
system deployment & support manager, customer service (2000-2001)
exhibited solid leadership qualities in supervising the team supporting global realization teams (grt) to deploy infrastructure to support new service offerings.
demonstrated critical thinking and analytical skills in developing a process to obtain feedback regarding new product introductions; achieved a 97.8% response rate.
met key objective to deploy 1,775 us users within the targeted timeframe and successfully deployed 11 service releases providing customers with new capabilities and enhancements, illustrating exceptional prioritizing and multitasking abilities in achieving goals and timelines.
process engineer, customer service (1998-2000)
strategically planned and coordinated standard operating policies and procedures to maximize use of human resources while controlling labor costs and meeting company needs.
boosted accuracy and processing time and provided functionality of courier care operational procedures by automating exchange of information shared between regional service center, warehouse, and repair room.
reduced time to process orders 50% and decreased the number of fte's required to process calls by proactively identifying issues and implementing resolutions.
scheduling/planning manager, customer delivery center staging & integration services (1996-1998)
played a significant role in the center achieving 102% of revenue, while maintaining a gross margin of 52% vs. the planned margin of 50% by applying processes and methodologies developed for network staging projects.
decreased project risks, streamlined implementation, and added standardization to information required to manage customer procured product, vital to supporting enterprise-wide operations.
spearheaded project startup, demand planning/forecast modeling, and document control staging, further demonstrating strong attention to detail and multitasking abilities.
prior positions with company (1994-1996)
promoted from help desk specialist to network offering coordinator for the customer delivery center staging and integration services.
processed over 6,000 parts and 2,000 orders annually for multiple large customers (like at&t) generating revenue of approximately $1m annually.
exceeded established goals by keeping cost per piece minimal to maintain a 50% margin and a 98% turnaround time.
master s certificate, project management - george washington university
b. s., political science - university of missouri, columbia
master black belt (in process)
business process management
design for six sigma (dfss)
medic (business process improvement methodology)
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