Gregg Holden

• Identified need for and implemented Executive Support. Prioritized and diligently resolved all Executive escalations, Better Business Bureau inquiries, and social media inquiries. Acted as key point person and worked closely with Legal Team on matters such as depositions, small claims court issues, contract development, updates, and interpretation.
• Developed and successfully executed informative transactional communication strategies for existing members.
• Designed, developed, and profitably launched inbound/outbound sales center which has generated over $1.5 million in new revenue in first year of operations.
• Researched, devised, documented, and implemented successful system to handle National DNC registry list for outbound contacts.
• Planned, proposed, and gained Executive level support for complete re-organization of all NYSC/Town Sports contact center operations. Results of re-organization included: 65% increase in sales close ratios, industry leading service level attainment, 18% reduction in low value contacts through IVR improvements / direction to web self-service, and improved employee retention rates through increased job satisfaction.
• Oversaw and maintained (below or within budget) P&L control for all IB/OB New York Sport Club/TSI contact center operations.
• Implemented vendor quality evaluation program resulting in 78% reduction in member complaints and vendor escalations. Continued monitoring of program through weekly calibration sessions as well as on-site visits with vendor call center.
• Identified and implemented pro-active approach to prepare for and handle Regulation E. Presented to and worked closely with CFO on strategies to minimize impact of this regulatory change.
• Acknowledged as key contributor of successful IT data center move. Through extensive planning, administration of simulation testing and active involvement in post move testing and configuration changes, complete data center move was effectively completed ahead of deployment schedule.

• Evaluated features and performance of, favorably negotiated terms for, and oversaw implementation of NICE call monitoring software.
• Initiated member retention program “Art of the Save” which was later rolled out to 160 club locations. Program was recognized as key initiative to reduce member attrition from 2009 to 2010. Company-wide churn reduces from 4.4% monthly to 3.1% resulting in over $1.2M in additional revenue.
• Improved overall call center efficiency by developing back-office processing department. Agent ready time improved 42% as a result of reduction of ACW.
• Worked closely with COO to develop system to categorize, report, and distribute member “web feedback”. Key results of program included company-wide implementation of “Operations Excellence” and improved member satisfaction scores from -8% to 9% “net delighted”
• Favorably negotiated terms in vendor service and collections agreements resulting in $180k in cost reduction and 24% increase in TSI split of 3rd party collection revenue.
• Successfully migrated Corporate Sales Inbound Call Center by improving call handling and sales processes, reducing fraud and abuse, and creating scalability through decision support systems containing knowledge previously only held by limited resources.
• Created and implemented call monitoring evaluation form and procedures to improve overall quality of Call Center.
• Developed and maintained yearly forecast model which was used in staff planning, recruiting, and budget analysis.
• Initiated “Fun Committee” to improve employee morale and create enjoyable workplace environment.
• Evaluated performance and established metrics to improve KPIs. Established metrics were used to develop employee performance bonus program which increased productivity by 44%.
• Established effective recruiting strategy by investigating all local candidate sources such as newspapers, Phillyburbs.com, Monster.com, CareerBuilder.com, and job fairs.
• Created motivational monthly recognition event which improved employee job satisfaction and fostered sense of employee significance.
• Formulated and implemented skills-based routing system using IVR prompts to direct calls to agents based on training and proficiency level. Change improved employee retention efforts, as new employees were eased into position by being routed less complex issues.
• Instituted “Lunch with Management” as employee idea sharing and feedback initiative.

• Developed, coached, mentored, and motivated team of up to 9 Supervisors to successfully lead individual teams of up to Fourteen Specialists. Total span of control of up to 130 employees.
• Assisted design, implementation and on-going success of Sales Incentive program. Development of this program transformed call center from a non-sales cost center to second largest revenue generator within company.
• Recognized as “Key Contributor” and part of “Top Team Award” in the achievement of JD Power and Associates Call Center Certification.
• Developed, staffed and successfully managed Technical Outreach and Technical Support Departments by hiring qualified employees, developing work roles, and creating time saving support tools.
• Created exciting contests to increase and continually motivate sales performance in areas such as conversion rates, revenue per order and overall sales percent to goal.
• Fostered coaching methods for reduction of all aspects of Average Handle Time including Average Talk Time, After Call Work, and Idle Time.
• Successfully instituted developmental programs which guided Supervisors to become better leaders in sales, quality and efficiency management.
• Named as Top Manager in over 76% of all monthly and 65% of all quarterly Top Manager awards during tenure. Award based on success in Sales, Efficiency and Quality Management.

• Managed and coached team of seven supervisors and 80 representatives to effectively provide Tier 1 domain support, premier/VIP customer support, Website support, and Namesecure product support.
• Built Website Support team up to 45 representatives by aggressively interviewing and hiring qualified candidates to meet increased customer demands.
• Developed and initiated successful up-sell program that increased team revenues to $100k monthly while maintaining excellent KPI results.
• Successfully transitioned Website Support function from internal support to outsourced vendor by reviewing and documenting all formal processes, assisting with training design and delivery, and forecasting call volume and staffing.
• Designed and implemented reporting model that gave senior management ability to monitor and review key performance metrics.
• Developed games and activities that encouraged all employees to continuously increase product knowledge and customer service skills.
• Created unique incentive and performance recognition plans which increased morale and reduced attrition to zero in last three months of call operation (prior to relocation).
• Reviewed call arrival patterns to forecast and manage appropriate workforce planning, which minimized abandonment rate during all hours of operation. Managed to 6% or less abandon rate monthly.
• Remotely managed vendor team by establishing strong client/vendor relationships through calibration sessions and site visits.

• Hired, trained, and managed team of 10 technical support representatives for website design product
• Administered team scheduling to maximize workforce during peak call periods and ensure proper call coverage for all supported hours
• Documented all processes and procedures and served as SME for development of training materials
• Prepared scripts and templates for e-mail and chat responses used by representatives.

Smeal College of Business