Carrie Hildebrand

· Lead a department of 68 leaders and frontline colleagues stateside and India that partner with the business areas to support business goals and strategic objectives.

· Forge strong partnerships with business owners and key stakeholders across the Enterprise.

· Established feedback mechanism and customer grading system to monitor the health status of service delivery programs and show progress across areas of opportunity.

· Instituted new technology in the quality contact center space to track CSR scoring and trend. Supplemented with a robust leadership reporting package that contained executive views on top errors, quality by product and channel, and leadership. Includes BOT/RPA technology.

· Build the credibility of the change management function within the organization.

· Craft vision, strategic plan, structure, and brand for change management within the organization

· Develop supportive relationships with key stakeholders. Ensuring all stakeholders in the change support one another.

· Manage the department like an internal consultancy.

· Integrate changes being made within the business in supporting the organization’s strategy.

· Provide standardized tools, training, processes, and support to change managers, consultants, and change agents.

· Managed 3-5 Team Leaders with 50-85 associates.

· Provided prompt, accurate, and courteous administrative services to our Brokers, SalesForce and Consumers.

· Successfully coach staff and the department to meet turn-around times and quality goals while ensuring consistent billing procedures are followed.

· Partnering with peers and workforce planning partners to determine receipt forecasting. Assess each month to ensure on target for volume assumptions and risk assessment.

· Effectively collaborate with offsite peers and senior management. Also supervised offsite (out of State) reporting with Team Leader and staff.

· Lead and participated in process improvement projects that produced cost-efficiency effectiveness amounting to $400K annualized savings in 2014 and 1.3 FTE in 2015.

· Partnership with offshore companies to migrate work to maintain a competitive and robust product. Roadmap savings of $1.9M over the last three years.

· Lead capability and career path development for the department by overseeing staff development opportunities and training.

· Model a strategic vision and focus for ongoing development and improvement. Ensure proper bench strength and pipeline employees are in place.