Aaron Shelley

• Generated over $1M in annual revenue through optimized customer onboarding processes.
• Built a 20-member inside sales team to target store owners for Bitcoin ATM installations.
• Directed customer service department of 81, overseeing three Team Leads, QA/training, and agents to enhance service delivery.
• Created new contact categories to map customer experience journey and deliver actionable insights for improvement.
• Expanded team size from 45 to enhance capacity for customer support and sales initiatives.

• Directed a team of 17 support specialists, comprising in-house members, BPO agents, and contractors.
• Introduced first-ever CSAT survey, enhancing results by over 40% through cultural overhaul and improved content strategy.
• Deployed AI-powered chatbot, reducing response times and deflecting 40% of support tickets.
• Collaborated with product and engineering teams to enhance user experience.

• Lead and Manage the Patient Care Department
• Hired, trained, managed a team of 36
• Building the team from a single team of 5 to 37 across four teams
• Added a layer of team leads and segmented into specified teams (i.e Pre and Post Procedure, as well as billing)
• Established SLAs, KPIs, performance reports, quality assurance program, incentive structure for performance
• Initiated weekly metrics report cards for the team and the department to measure success against KPIs
• Built resources, policies, escalation paths and escalation best practices
• Set the cultural 'tone at the top' for our teams as they provide empathetic care for our patients

Led a support department of 40+ high performing, highly engaged managers and support agents
Improved customer retention by almost 3X ~ from 9% to 28% by segmenting the team into general support agents & retention specialists that could focus on honing best practices for customer retention strategy
Implemented first quality assurance program
Developed member and agent facing content and content strategy (canned responses, macros, talking points, knowledgeable articles)
Hiring/recruiting managers, data analyst, and support agents
Implemented and met SLAs
Implemented forecasting & scheduling models / reports
Set the cultural 'tone at the top' for our teams as they provided best in class member support and customer retention

Ran operations for the Chicagoland market. Managed a team of field service and customer service agents. Developed customer and agent-facing content and content strategy (SOPs, canned responses, talking points, macro responses, etc.).

Leading the scale-up and performance of the Customer Support department & programs, including policy and process implementation, training and vendor development, content and resources. Drive continuous service improvements for our network of drivers.
• Lead expansion and scaling efforts to support what is now one of the largest customer support networks in the world (when initially started at Uber, we had just 150 agents). • Work closely with legal, engineering, and marketing to develop improved driver and customer support product features and programs. • Scaled inbound phone support processes, which became our most used modality after the mid-2017 launch. • Provide quarterly international site visits to strengthen BPO vendor relationships. • Co-lead segment Driver support by contact reason to improve agent subject matter expertise. • Responsible for the performance and success of 1k+ BPO-based agents across four sites. • Revamped content and resource strategy for the driver support agents to improve service ratings. • Improved quality scores more than 25% by working with BPO vendors on process and resource improvement and policy adherence. • Improved most contact types' CSAT scores by nearly 30% after implementing an incentive policy and adherence to policy and process initiatives. • Increased agent NPS scores on average 15% across all internal and external sites by creating feedback loops and listening sessions.