KYLE RICHMER

• Develop governance models and processes for Global Services to deliver against key goals and objectives.
• Managing GSO Intake Process and driving collaboration across GSO Advisors to continually improve the process, tools, and valuation model.
• Facilitate Steering Committee approvals and recommendations.
• Collaborating across senior leadership teams to communicate project/initiative requests and ensure alignment on priorities and objectives.

Led and improved Intake Process to ensure the most impactful projects were approved and prioritized by CS/GS leaders.

• Led project to drive efficiencies and collaboration across Customer Success through process and scoring model redesign.
• Co-led project to drive efficiencies and collaboration across Global Services through process, governance model, and valuation model redesign.
• Managed Innovation Board - cross-functional team across CS who gathered business cases and reviewed requests from cross-functional impacts.
• Communicated and made recommendations on project requests to various CS leadership teams.

Developed program to ensure CS/GS teams understood and implemented changes to be able to support compliance changes timely.

• Developed program with cross-functional teams across Global Services and EPIC to review compliance changes and determine impacts to products and operational processes.
• Implemented new process utilizing JIRA to capture and track impacts to ensure compliance changes are supported timely and communication to internal and external customers completed.

Coordinated and managed key aspects of the UTE (UltiPro Tax Engine) implementation that enabled Payment Services to continue processing payroll taxes for customers. Delivered system in 18 months.

• Ensured timely and accurate releases of the product through collaboration across Product, Development, and Payment Services.
• Drove prioritization of the roadmap for Payment Services by partnering with Product Managers and Dev Managers.
• Collaborated across Payment Services teams and leaders to ensure stakeholders' needs were understood and met.

Developed program for managing product enhancements and defects across Payment Services.

• Implemented mechanisms to define needs and priorities for business units across Customer Success.
• Collaborated with EPIC partners to prioritize and solve business needs within products (UTE, PRO, SSP).
• Implemented mechanisms to communicate and ensure releases delivered timely and operational teams ready to support/use new functionality.

Achieved departmental goals year over year for multiple processes by developing and executing strategic plans that resulted in:

• >99% accurate withholding payments and filings
• 3.5x improvement (63% YOY increase) in accurate payments on new product offering within 1 year
• $840k savings through system and process efficiencies
• ~40k notices eliminated in 4 years (~10k hours research)
• ~6k exceptions eliminated in 6 months

Developed talented and engaged teams that were able to deliver strong business results:

• >85% Employee Engagement for 4 years
• >80% Innovation & Career Growth & Development for 3 years
• 10% improvement in Change Management in 1 year

Built strong partnerships and cross-functional teams through collaboration, communication, and execution against project goals:

• Improved customer delight with Customer Care, Sales & Setup teams by improving processes & creating resources for customers to self-manage (funding, bank account management, tax payments).
• Developed cross-functional project that delivered training and real-time support for Care, Setup, and Tax agents to ensure accurate setup of state taxes to improve accuracy of tax payments and filings.
• Led cross-functional project with Accounting to streamline check exception processes and create a systemic check solution with Product Development.