Alex Iordanoglou

• Collaborated with senior management to develop and execute long-term goals and objectives as they related to College Board's Salesforce implementation for Operations and Customer Engagement.
• Worked with teams across operations to identify pain points, elaborate business needs, understand internal system dependencies, develop ideal end state processes aligned with long-term goals and objectives, and determine interim solutions.
• Collaborated with College Board's Salesforce IT leads to determine technical requirements for achieving end state and interim solutions.
• Set up governance structure for intake and sharing of solutions across teams to provide visibility and identify opportunities to share and broaden solutions.
• Led initial phase of implementation of a Salesforce reimagine effort, which focused on creating a clean platform for adding future capabilities to achieve long-term goals and objectives.

• Managed scoring vendor delivering the end-to-end processes for scoring 5+ million AP exams annually.
• Reassessed vendor's staffing forecasting for essay scoring and introduced new methodology that significantly reduced overstaffing. Initial deployment of the new methodology resulted in $1 million in cost savings compared to the previous one without impacting score delivery timelines.
• Supported the move to online distributed scoring by revising forecasting methodology, identifying gaps in exception processing between paper and online scoring, defining processes and procedures for exception processing, and quickly setting up collaborative tools (e.g. SmartSheet) to support the new processes and provide cross-organizational visibility to exception processing performance.
• Identified and implemented subsequent improvements to exception processing resulting in $150K annually.
• Developed cost models to analyze the profitability of redesigned and new AP subjects based on qualitative inputs from the Assessment Design team and quantitative inputs from comparisons to subjects with similar characteristics. Designed and managed the operational delivery of pilots to validate cost model assumptions and collaborated with Assessment Design team to assess how changes to exam structure would impact cost models.

• Managed all operational aspects of College Board’s Service for Students with Disabilities (SSD) department.
• Led and delivered a first-of-its-kind project that fully digitized the intake and decisioning of accommodation requests establishing the SSD Online platform. Onboarded and managed new vendor to support the digital accommodation request submissions and developed processes for new ancillary activities.
• Served as product owner of the SSD Online application and introduced features that reduced dependencies on vendors, further eliminated paper-based processes, and better supported schools in administering tests to students with accommodations. Supported internal reviewers through enhancements to internal-facing SSD Online application, which consolidated information and reduced steps in completing accommodation request reviews. Worked with operational and program teams requiring accommodations data to meet their requirements through delivery of operational and programmatic solutions.
• Developed and maintained reviewer staffing models and customer service forecasting models to ensure optimal capacity during seasonal spikes of accommodation requests and customer service inquiries.
• Led the operational change work stream of the redesign of the original SSD Online application and served as the interim product owner during the initial deployment and stabilization phase. Developed a long-term roadmap for the application before transitioning to a new owner.

• Audited processes related to Time Warner Cable’s Digital Phone service to determine out-of-compliance scenarios and worked with process owners to identify root causes, and develop corrective action plans.
• Developed KPIs and measurement mechanisms to identify underperforming processes and worked with process owners within TWC divisions to demonstrate problem areas and collaboratively define improvement options.
• Defined framework for process improvement and process change management.

-Sample projects:

Airline Tariff Publishing Company (ATPCo) - Application Portfolio Analysis

• Part of a team analyzing ATPCo’s current application portfolio to determine applications that require conversion and renewal.
• Analyzed survey results and created reports to assist senior management in the decision-making process for the application overhaul.
• Estimated total effort per application based on application size, complexity, and conversion factors.

AOL - Data Quality Management

• Led tiger team to resolve data quality issues with AOL’s internal customer relationship management (CRM) application.
• Managed the entire process from data quality issue identification, through final resolution and developed reporting to illustrate data quality improvements.
• Established data governance body to ensure accurate interpretation and metadata definition within the AOL metadata repository.
• Developed and rolled out new processes for the definition and use of CRM data from project inception through deployment to proactively address data quality issues at their root.

AOL - Sourcing and Staffing Process Management & Reengineering

• Defined, developed, documented, and implemented program-wide processes for resource sourcing, processing, and staffing. Negotiated rates, developed resource cost guidelines, and managed end-to-end sourcing and staffing process.
• Trained project managers and vendors on new processes, defined the appropriate hand-offs and gradually achieved buy-in and adoption from the client.
• Identified reporting requirements and key performance indicators to address problem areas: staffing bottlenecks, supplier effectiveness, and staffing target variances. This allowed the elimination of non-effective suppliers and improved the quality of the candidates submitted. Developed an in-house application to track and report on KPIs, which was leveraged by other CSC Consulting staff augmentation projects.
• The changes introduced resulted in the doubling of the number of candidates processed while also reducing the cycle time from resource requirement identification to resource acceptance and onboarding by 35%. This markedly improved client satisfaction and confidence in CSC Consulting's ability to deliver on the engagement.

First Caribbean International Bank - Program Control Office Process Improvement

• Was the lead business analyst to re-engineer financial and program control office data collection processes and improve management reporting.
• Authored program Policies & Procedures guide, redesigned existing processes, and defined the appropriate hand-offs between the program office, the client, and vendors.
• Redesigned all financial reports and developed reporting tools, which reduced reporting times by an average of 80%, and provided visibility to previously unavailable data. This reduced the need for additional PCO support staff resulting in over $100,000 in client savings. It also improved invoice turnaround time by 60% and reduced several parallel reports maintained by the client.

CSC Global Web Hosting - Reporting and Automation Lead

• Coordinated several projects aimed at establishing a common monitoring and reporting solution in four global data centers in Europe, Australia, and North America.
• Facilitated the establishment of a common Systems Management architecture, working with the regional Automation teams and CSC's standards development organizations.
• Facilitated the formulation of a common resource utilization reporting framework, and evaluated and tested a variety of monitoring and SLA reporting tools, such as Mercury Topaz, BMC SiteAngel, Empirix eTest Suite, CA's Service Level Management Option, etc.
• Designed and maintained an asset management database to track physical inventory, including all network devices, servers, and software.