Dohel Ortiz

• Led sourcing, screening, selection, and pipeline candidate relationship building to proactively support client hiring demands within healthcare and education services professionals
• Utilized various recruitment methods including cold calling, messaging, job boards, social media, etc.
• Supported credentialing efforts for federal, state, and legal specific onboarding documents to include healthcare forms, fingerprints, reference, and background checks
• Coached, mentored, and supervised candidates on assignment to ensure successful work transition and acculturation
• Met and exceeded established weekly and monthly hiring goals, KPI, and performance standards

• Led daily operations of a high-volume contact center, ensuring efficiency, compliance, and service excellence.
• Managed workforce planning, scheduling, and staffing to meet service level agreements and business objectives.
• Coached and developed teams, providing feedback and performance management to enhance productivity.
• Implemented process improvements to optimize call handling, reduce wait times, and improve customer satisfaction.
• Monitored key performance indicators (KPIs), analyzing trends and making data-driven decisions to enhance efficiency.
• Led recruitment, hiring, and training efforts, ensuring a well-equipped and engaged workforce.
• Developed and enforced quality assurance standards, ensuring consistent customer service excellence.
• Managed escalations and conflict resolution addressing customer concerns and improving retention.
• Collaborated with senior leaders to align call center operations with business goals.
• Designed and implemented emergency response plans ensuring operational continuity in crisis situations.

HR Supervisor, Operations

• Developed and executed training programs to enhance agent performance, efficiency, and customer engagement.
• Optimized call center workflows and technology, improving response times and operational efficiency.
• Implemented incentive and recognition programs, boosting employee morale and retention.
• Led cross-functional initiatives with HR, IT, and Operations to streamline processes and improve service delivery.
• Analyzed call trends and customer feedback, implementing strategic improvements to enhance satisfaction scores.
• Reduced turnover by fostering a positive work culture, implementing employee engagement and career development initiatives.
• Ensured compliance with industry regulations and company policies, mitigating risk and maintaining service quality.
• Managed vendor relationships and service contracts, ensuring cost-effective solutions and high service levels.

Supervisor of Logistics Call Center

• Promoted to Supervisor of the Southeast Region after training position was dissolved (Trainer from Feb 2014 to May 2016).
• Chosen as the Quality Management Leader for the Tampa Logistics Call Center for strong ability to direct process improvement strategies to operational challenges.
• Demonstrated strong problem-solving ability and root cause analysis to reduce weekend missed pickups by 30%.
• Recruited and led over 20 Call Center Associates that serve the Southeast Region.
• Praised continuously for creating a positive and dynamic culture within the department.

• Managed and coached a team of 13 Call Center Associates using leadership defined KPI's
• Led quality assurance program to ensure consistent and optimal customer service delivery
• Oversaw financial operations, including statistical reporting and budget management, to optimize departmental performance and decision-making.
• Exceeded the company goal for agency military population in generating growth of 33% (Total population declined by 7%)
• Managed statistical, financial, accounting, and auditing reports including cash receipts, expenditures, accounts payable and receivable, profits and losses, and daily management reports to provide additional and actionable detail

• Honorable Discharge
• Nominated and received Non-Commissioned Officer of the Quarter (2008)
• After six months of voluntary Recruiting Duty, was recommended by senior leaders to remain in Recruitment Duty station for a subsequent year after exceeding regional enlistee quotas for screening, selecting, and preparing the next generation of Marines