Lee James

• Create, implement, analyze, optimize and report out on all workflow processes and touch points to maximize the ROI throughout the entire sales funnel, from the point of lead generation to lead delivery with a sales agent
• Use analytical skills to report findings on daily, weekly, monthly trends to executives and key stakeholders. Provide ongoing, quantitative and qualitative assessments of KPI's, frequently creating narratives that have influenced changes to the divisions business model.
• Analyze large data sets to appropriately assign value to thousands of marketing source codes for lead distribution to maximize premium generation
• Provide daily, weekly, and monthly readouts on departmental performance; Provide impacts of performance to trends within other business segments while identifying root causes
• Regularly present narratives and talk tracks to executives that tie cross functional trends to business results and present solutions for improvement or remedy
• Lead the charge with identifying and working tech breaks with fix groups; maintain communication with stakeholders and affected users and project manage tech fixes to drive to resolution
• Project manage for most projects and initiatives between sales, marketing and workflow business segments, tracking from ideation to completion; creating project roadmaps, project plans and requirements, assessing performance and providing readouts on recommendations on next steps or implementation phasing
• Impeccable utilization of available intraday levers, using reporting and dashboards to make data driven decisions to maximize the return on marketing investment; understanding levers available and understanding the impacts they will cause and outcomes they will drive

• Responsible for real-time monitoring multi-enterprises accross 80+ call centers, both nationally and globally, with 25K-35K call center agent populations via real-time monitoring technologies; viewing staffing needs, call patterns, call volume, and operated as the principle communication link between workforce planning teams and vendor management communicating needs, forecasting, and coordinating offline activities to meet strategic enterprise goals and key performance objectives
• Served as a liaison with information technology, networking teams, and other cross-functional teams as SME for call center program and network outages, IVR breaks, and business continuity
• Produced executive level readouts; post action reporting and impact analysis of site, network & system incidents affecting national and international locations; Created reporting readouts on business unit metrics, call volume, and call drivers to enable decisions on changes to staffing needs or real-time call routing adjustments to 80+ supported call centers worldwide
• Demonstrated strong competency working with and analyzing large data sets, performing analysis to provide key insights to results
• Essential in UAT monthly systems maintenance for new technology deployments, launching of new call centers, decommissioning centers and system performance analysis for end user programs and applications
• Conducted testing ensuring operational stability and reliability of system readiness

• Conducted root cause analysis on identity fraud trends
• Played an active role in strategically leading efforts to identify new risks to monitor and provided actionable recommendations based on reported results and discovered patterns
• Participated in adhoc analysis to understand effectiveness of current fraud controls and recommended opportunities for enhancement
• Answered, researched and resolved operational problems experienced by varying consumer types utilizing the consultative financial management approach
• Provided strategic partnership by assisting clients in a one-stop-shop approach, lifting quality through identifying issues and errors and maintaining accurate accounting of assigned portfolio specifics
• Utilized as an ambassador for sites agents struggling to meet goals and new hire representatives in training, providing feedback and giving direction to improve performance
• Maintained knowledge of products and services, help develop processes and tools to improve the level of service provided to clients and actions that ensure an efficient and professional customer service experience

• Small Business Area Manager (2013-2015)

- Responsible for managing a segment of 650+ seat care center (120+ agents and 7 unit managers with sales, customer service, and retention departments)

- Provided leadership leveraging process management, strategy management, and people management skills to drive results, while delivering meaningful experience for customers and partners

- Created systematic reporting structure to measure business activity for managers, team leads, and agents. Evaluated coaching, developed process improvements, and provided recommendations to enhance performance

- Presented readouts on key performance metrics, created executive presentations, reports and analysis, and contributed to the development of internal standard operating procedures

- Lead teams within our segment, outperforming the unit average by multiple points through root cause, behavior based coaching models, and maintaining a customer-tailored coaching plan for first line managers leading to sustained results

- Designed, implemented, and oversaw productive projects including change initiatives, training, diversity and inclusion, standard operating procedures as well as mentorship and leadership development programs

- Managed short and long term goals aligned with the business by working cross functionally interdepartmentally

- Directed training and development of high potential employees through the Bench Program to develop future leaders

• New Hire Manager (2009-2013)

- Served as talent acquisition, interviewing and screening candidates. Owned all final hiring decisions

- Developed and implemented comprehensive onboarding and orientation programs for new employees, maintained all employee record keeping, inclusive of attendance and performance coaching's and discussions. Managed and implemented performance improvement plans for non-performing employees

- Monitored and evaluated training performance to determine quality and cohesiveness. Regularly advised executive teams of class progress, outliers, performance opportunities and and progressive discipline

- Collaborated with leadership to understand and improve issues related to performance and attrition post new hire training and nesting (ramp) prior to team assignments in production. Created process improvement (Ambassador Program)

- Managed tenured employee communication and feedback, for 650+ agents through platforms such as team meetings, morning huddles, ongoing training, employee satisfaction surveys, employee focus groups and one on one meetings

- 100% hiring goals met with a 90% pass / retention rate into production

- Created an ambassador program used to bridge the gap between the training and production environments

• Team Manager (2005-2009)

- Coached, developed, and trained agents via daily huddles with targeted focuses, weekly team meetings for team area of focus and team building, and one on one development sessions focusing on individual successes and deltas, with emphasis on first call resolution and first in class customer experience

- Managed interdepartmental expectations, interfaced with leadership at all levels, including union representation for performance inhibitors, trends and result readouts

- Consistently implemented innovative process improvement practices resulting in increased efficiency and effectiveness while maintaining superior customer experience scorecards.

- Responsible for creating ongoing training and quality control within my team, leading and creating activities that increased team morale and employee engagement

- Maintained employee retention rate of 95% or better with a consistent promotion rate year over year through mentorship and coaching for career advancement

- Continuously maintained top performing management team scorecard in a 650+ FTE call center