ANDREW WEBSTER

As the Patient Access Manager of New York Presbyterian and Weill Cornell, my main responsibility was to lead a call center/ patient division to success. With creating patient navigating rubrics, security urgency for emergency medical matters. Overseeing and Tending to the following duties.

• Creating and implementing Emergency Test schedules as per patient access operator. Following up with test drills , taught and orchestrated by supervisors.
• Developing call center scripts to best fit situations for case by case medical scenarios.
• Monitoring call handle time and deploying supervisors to needed areas , per operator.
• Overlooking operators adherence to hospital regulation and policies in regards to interaction with hospital patients via phone or email.

• Managing and deploying a team of 25 in a dining hall setting a t a college campus. Displaying professionalism , structure with cooperative mature interactions between superiors and subordinates.
• Monitoring transaction and sales goals periodically within the school year. Creating startegic way for the staff and supervisors to boost sales and transactions.
• Hiring, interviewing and assessing new team members to fulfill the Aramark dream of work , professionalism and customer service.
• Developing game plans to score accordingly within health inspection visits. Maintaining a A+ score with test and drills taught and followed through routinely with my supervisors and staff members.

• Promoting the Brand and Message of Le Pain Quotidien by informing new and current customers of our signature menu items and delicacies, while demonstrating the following tasks to my restaurant staff.
• Monitoring Sales traffic within the store through our different divisions of in house dining, catering sales and retail. Promoting sales growth to exceed the company's expectation.
• Responding to email inquiries daily; managing 30-40 emails for catering orders and other customer related issues.
• Managing a staff of 30, including servers, cashiers,baristas, supervisors and kitchen managers. created a structure to adhere to company guidelines while making the customer satisfaction the primary objective.
• Managed P&L margins while following the status of labor and QASA.

• Established and administered annual budget with controls to prevent overages, minimize burn rate and support sustainability objectives.
• Set effective store schedules based on forecasted customer levels, individual employee knowledge and service requirements.
• Maximized sales and minimized shrinkage through excellent customer service and adherence to standard practices.
• Scheduled and led weekly store meetings for all employees to discuss sales promotions and new inventory while providing platform for all to voice concerns.
• Managed store employees successfully in fast-paced environment through proactive communication and positive feedback.