Randalyn Storey

• Coordinate the implementation of people-related services, policies and programs through departmental staff.
• Create program initiatives and roadmap for the implementation of the Diversity and Inclusion group.
• Lead the strategic vision and planning for the diversity programs for the company.
• Create forums, web pages, policies, and internal and external communications to promote diversity in our organization. .
• Prepare and submit internal and external reports, including federally-mandated affirmative action plan.
• Develop strategies to promote diversity in all our day to day standard operating procedures and actively participated in building strong networks and recruitment sources.
• Created the Black Lives Matters forms that transformed the diversity movement within the company.

• Six Sigma Green Belt Certification with process improvement experience.
• Led the Content Auto Deployment project which would increase efficiency and timeliness of product deployment to the production environment.
• Provide strategic direction, leadership and support for CMS Medicare Contract called Training, Quality, and Content. In this contract I directly impact the training and Content team functional areas.
• Partner and collaborate with all functional teams across the program, managing effective communication of information and alignment of approaches, processes, methodologies, and delivery of products both within the TQC Training and Content team as well as to other TQC teams, external and internal client, and contract stakeholders.
• Manage relationships with customers, vendors/partners as well as the subcontractor work groups which support the TQC Training and Content team by facilitating internal and external meetings, including initiating cross- functional collaboration between internal teams and external partners and clients.
• Responsible for the accuracy, quality, and timely delivery of all requested content products to the client, including the review and approval of work performed by the TQC Training and Content team.
• Directly manage members of the TQC Training and Content team; conduct performance evaluations for direct reports, and support the professional development of team members, including recruitment, on-going training and development, and performance management functions.
• Responsible for providing necessary data to ensure accuracy, quality, and timeliness of all requested reports to the client, including Statement of Work requirements.
• Successfully created proposal and job description for Knowledge Resource Specialist position to improve policy resources in the department.

• Handled all customer relations issues in a gracious manner and in accordance with company policies.
• Educated customers about the brand to incite excitement about the company's mission and values.
• Shared best practices for sales and customer service with other team members to help improve the store's efficiency.
• Resolved all customer complaints in a professional manner while prioritizing customer satisfaction.
• Named "All Star of the Quarter" and was recognized at the Regional Nordstrom Event.
• Named top sales person 3 quarters in a row.

• Direct a team of Customer Service Representatives who are responsible for handling all the inquiries from Next Day Blinds Store Associates, In-Home Sales Consultants, and Customers.
• Manage the day to day operations of the customer service team which included analyzing call trends, conducting performance evaluations, directing telecommunications process for the company, facilitating process improvement, handling executive level customer issues, project management, and creating standard operating procedures.
• Manage and document business requirements, functional specifications and training procedures for all functions of the customer service team included new policies and procedures for handling escalations, employee assessments, call center budget, recognition, employee evaluations (head checks), workforce management, email process, quality assurance, and phone handling.
• Operate as the Workforce Management manager and handle all forecasting, scheduling, workforce analysis, and call handling improvements.
• Decreased the abandonment rate by 10% by setting up parameters for effectively managing schedules, breaks, and representative schedules.
• Upgraded talent by managing out poor and low-performance representatives which improved overall morale of the department.
• Established the Quality Assurance program which increased the customer satisfaction score by 2.7 percent.
• Took over E-commerce management and improved the returns process, call handling parameters and email procedures.

• Directed a team of 3 Customer Services/Sales Managers with 38 direct reports, Training and Development Manager, and Quality Assurance Manager.
• Managed the day-to-day operations of the member services team which included analyzing call trends, conducting performance evaluations, directing telecommunications processes for the company, facilitating process improvement, handling executive-level customer issues, project management, and conducting a cost analysis.
• Provided leadership and coaching to drive performance with Customer Service Managers, Training Manager, and Quality Assurance Manager.
• Managed and documented business requirements, functional specifications, and training procedures for all functions of the member services team which included new policies and procedures for commission bonuses call center budget, recognition, employee evaluations (head checks), workforce management, email process, quality assurance, and phone handling.
  
• Operated as the Workforce Management manager and handled all forecasting, scheduling, workforce analysis, and call handling improvements.
• Established the Knowledge Base site for the Customer Service department to eliminate single points of knowledge to improve consistency and efficiency during phone interactions.
• Established the Quality Assurance program which improved call quality scores by more than 20%. This function also served as an auditing process for commission reporting to eliminate fraudulent claims by representatives.
• Updated and created job descriptions based on new roles and responsibilities of the member services team.
• Reduced operating cost by $13,000 a month by improving call handling, allowing me to eliminate a 3rd party outsourcing call center assistance.

• Coordinated and managed the Client Solution Center's(CSC) communications development and distribution for all lines of business which included retail sales, business to business servicing/sales, business consultants, and e-commerce sales.
• Developed the CSC processes and standard operating procedures for inbound and outbound support for all sales and servicing divisions of Medifast which also included client retention, client acquisition, and client onboarding.
• Developed approaches in support of the Medallia (customer satisfaction analysis-trending) program and Quality Assurance process utilizing root cause analysis and relationship-based conversational solutions.
• Led collaborated, and supported the CSC client delivery process by creating streamlined process flows and talk tracks for shipping issues.
• Coordinated customer representative and leadership training development process in support of organizational targets and strategic expansion.
• Led the communications improvement process which created an intranet information portal for all communications within the department. This streamlined the communication flow and CSC teams now have a database that houses promotions, events, initiatives, offers, and projects for all lines of business.
• Successfully transitioned the Shipping Support department to the Distribution Centers (DC). Updated and created job descriptions based on their new roles and responsibilities. Created and implemented a service level agreement between CSC and DC to minimize customer impact because of the change of processes.

• Developed, coached, trained, provided career guidance, goal setting for a team of investment associates,
• Provided support for representatives during phone calls which included investment guidance, research assistance, resolving complex customer issues, and providing creative problem-solving solutions for customers.
• Project leader on Customer Asset Retention, Associate Recognition, Honda Plan Conversion Team, RPS/PSC Day in Life Job Exchange program, Defined Benefit Administration, Senior Representatives Development, and Participant Retention.
• Led and improved the Associate Recognition program for the Participant Services Center by creating a tracking system as well as creating procedures for collecting nominations. This created a performance-based process to remove bias from the recognition program.
• Partnered with the Defined Benefit Administration team to foster a cohesive relationship with the services organization. This assisted with quickly resolving customer issues, reducing processing times, and increasing the knowledge base for associates.
• Created Retirement Client Team and Retirement Plan Liaison team to identify representative knowledge experts of Retirement Plans. Implemented action plan to onboard Retirement Plan liaisons.
• Created a Day in the Life program between departments to expose representatives and supervisors to other areas of the company. This assisted with career and leadership development.
• Facilitated and created Leadership Development Workshop for T Rowe Price Leadership Development program. “Moving from High Performing Individual Contributor to an Effective Manager. “

Retirement Client Services Senior Representative

• Led the training and implementation process for the Call Quality program for the Retirement Services division and standardized quality standards for Retirement Client Services by creating a data collection system to record the progress of representatives.
• Assisted representatives with complex retirement issues and career progression through one on one sessions and interview preparation.
• Helped plan sponsors, plan administrators, and plan participants with facilitating and servicing mid-sized 401k plans, Fund Reach (Fund Administration), and self-employed retirement plans.
• Led workforce management administration for the department which included making recommendations for training schedules, tracking representatives on and off the phone activities, and creating a calendar to track important volume discrepancies.
• Created solutions for correcting discrepancies in plan documents, system procedures, and customer solutions processes. Formulated supervisor call tracking report to analyze and track participant concerns and look for possible solutions to resolve outstanding issues.
• Created a new recognition program for the department that focused on associate achievement and improvement in performing daily job functions.
• Created and formalized fund guidance training and standards for the department.