Cindy McMillen

• Consult with clients to improve business KPIs, budget and expense management, call center technologies and software, employee engagement and Leadership Development programs, hiring, staffing and retention practices and Contact Center startup operations
• Consulting on Insurance Service Centers and other business Contact Centers.

· Consulting on Employee Engagement, Contact Center Technology – Enterprise Strategy, Contact Center and Claims Operations, Claims Catastrophe management and development of Quality and Training Programs.

• Determined quality assurance benchmarks and set standards for improvement.
• Recruited, interviewed and hired employees and implemented mentoring program to promote positive feedback and engagement.
• Led daily team meetings to review performance, set targets and motivate staff.
• Conducted performance reviews for staff members to reduce resolution times and improve customer satisfaction ratings.
• Collected and analyzed call center statistics, sales rates, costs, and customer service metrics.

• Manage contact center operations with 70 employees across 3 locations and a $3mm operating budget
• First Notice of Loss contacts via phone and electronic and chat methods
• Ensuring all state compliance requirements are met
• Responsible for implementation of Enterprise Call Center strategy across Claims Enterprise including the implementation of several contact center technology solutions including eGain and Cisco
• Specialize in employee engagement with a 27% increase overall
• Compiled operational and risk reports detailing financial metrics to Executive Leaders.

• Managed 4 contact center locations and two internal and external agent IT help desks with over 150 employees
• Managed $3.5M operating budget and held $125M P&L responsibility
• Managed 7,000 Subway franchises with increased sales of16% overall after acquisition
• Implemented contact center technology including eGain and a new Workforce management tool
• Created, opened and operated an additional contact center site.

• Managed 6 contact centers with over 350 employees with an operating budget of $4.5M
• Managed an internal agent IT Help desk
• Motivated a team of 350 workers to ensure improved services and overall employee engagement improvement by 14% overall
• Managed day-to-day operations of the center, including scheduling, monitoring KPI and Reporting for executive leaders.

• Support of multi-state, multi-line products, processing and related billing systems with oversight of personal lines customer service unit
• Provided solutions to complex customer, agent and underwriter issues and inquiries