Shannon Irvin

2023

**Achieved ~95% combined YTD Accessibility (~93%

target) for BB Loyalty, BB Sales & Service, BB Specialty,

and Internet of Things while managing multiple

projects, center launches, exits, consolidations, and

post-Lock changes

**WFE training in BB Service and BB Loyalty- ~10+ point

Resolve Rate improvement post-training

*Supported project in partnership with operational

client (without PM support) over 9 months to train

~3,500 FTE on WFE tool

*Leveraged Power BI WFE data to analyze the AHT

impact and percentage of applicable calls which were

utilized for capacity planning and AHT Cap updates

*Maintained Accessibility while managing multiple

post-Lock changes and provided updates to the

appropriate cross-functional teams (Targets, AHT Caps,

LRF, etc.)

**Strategic Capacity planning and support of 2023

Access Recertification project

* $126M Total P&L impact. Net Margin Increased from

-$57M (Current) to $69M (Future), an improvement of

$126M on P&L

*Strategic capacity planning in partnership with the

project team over a span of 8+ months to prepare BB

Specialty and BB Loyalty teams to handle Access

Recertification volume

*Initiated mitigation tactics and contingency plans to

reduce Accessibility pressure (from monthly to weekly

notification cycles)

**Positively influenced internal attrition and cost

savings through support of the BB internal HOOPS

strategy change (follow the sun) to eliminate evening

differential and improve employee eNPS

2022

Strategically planned capacity in partnership with the

client organization resulting in 92% YTD Accessibility

for supported LOBs

• BB Sales and Service- 92%, BB Specialty- 96%,

Internet of Things- 97%, BB Loyalty- 93%

• Completed multiple centers conversions across BB

LOBs to align capacity to the forecast need

• Provided guidance on C360 training and other

initiatives to mitigate additional Accessibility pressures

Executed client requested strategy of containment for

strategic contact types

• YTD Fiber containment (Sales, Service, Loyalty) 95%+

• Consistently maintained containment in alignment

with expectations during volatile volume period swings

• Implemented multiple new routing strategies

including Fiber with/without Mobility, PTB AAL, BB

Movers, and BB Promo Roll-Off

Partnered with cross-functional peers to initiate and

complete multiple hours of operation change in

alignment with client priorities

• Internal BB Sales centers closed on Sundays effective

10/2 per client request

o Shifted BB Sales volume to BB+Telco Service Partner

• Expanded Mon-Sat HOOPS in BB Sales to improve

Fiber Sales containment in Fiber/Tier 1 centers

• Extended BB Specialty ACP/Discount BB HOOPS to

align with BB Service

Partnered with LRF team, GCO, and other cross-

functional teams to consolidate (clean up) multiple

contact types to provide accurate visibility into product

volumes and reduce routing complexity

• Consolidated ACP/Discount BB contact types

• Identified non-Telco volume in the BB+Telco Service

forecast (VDN cleanup, collapsed DTVNOW MDU,

shifted IP Only/Non IVR to Multi Service)

o Accurate Telco volume forecast will be critical to

execute 2023 budget/call handling strategy

2021

Serve Customers First

• Achieved 94.3% Accessibility YTD (94.9% target) for

BB Sales & Service, BB Specialty, and Internet of

Things (total calls and chats combined)

o Provided strategic capacity support to both Video

(Le) and BB Service (Garcia) throughout Q1

Rightsized BB Service capacity post BB/Video IVR

split

o Maintained partnerships across both organizations to

facilitate overflow agreements and center movements

Identified remaining gap and partnered with client to

launch 6 new centers

• Maximized internal occupancy, e-Time, and call

containment during low call volume periods; partnered

with STRP team on VOT/MOT/SPI recommendations

during high call volume periods

• Successfully launched and maintained the

Emergency Broadband Benefit (EBB) call type

• Partnered with client and scheduling team to

implement 4x10 schedules across the West internal

centers resulting in a 14% improvement in absences

Win as One

• Elevated Mobility/Broadband Accessibility through

strategic capacity planning and cross-functional

partnerships

• Increased Mobility capacity by converting 5 centers

(~600 FTE) from BB Sales & Service/BB Specialty to

Mobility Sales & Service/Mobility Tech

o Alorica Makati, VXI Makati, VXI Guatemala, TP Makati

City, and TP Hermosillo

• Increased Mobility S&S Accessibility by handling

~1.16M MSS calls via overflow YTD

o ~1M calls in Q1, ~60k calls Q2, ~106k calls Q3, and

~13k calls in Q4 thus far

o ~3% increase to Mobility S&S Accessibility YTD

(89.7% with overflow/86.8% without)

Move Faster

• Executed on call routing and containment strategy

expectations for Garcia organization while making real-

time adjustments based on business needs

o Fiber Containment

New Fiber Sales- 96%

Fiber Service- 95%

o PTB MOB Containment- 97%

• Analyzed call-mix opportunities and partnered with

GCO Intraday to ensure alignment with client strategy

• Partnered with target setting team to provide insight

to call-mix estimates and actual results

• Supported multiple Marketing initiatives by providing

capacity views and recommendations (post-lock) for

new/ongoing stimulated volumes including EDSP,

DSLM, etc.

Act Boldly

• Influenced client organization to eliminate Sunday

HOOPS gap for BB Sales “IBCC” centers resulting in

~2M dollars per year savings on VOT (estimated based

on 2021 actual Sunday OT)

o Tustin 2, Miami 9, San Diego 10, and Nashville added

to Sunday scheduling as of October 24, 2021

• Opened BB Sales call flow/centers on Labor Day

(post-lock) resulting in 96% Accessibility for the week

of 9/5-9/11 (decreased post-holiday volume pressure)

• Influenced the client organization to open call

flows/centers on upcoming holidays that were

historically closed to mitigate post-holiday pressure

(Day after Thanksgiving, New Year’s Day).

2020

Serve Customers First

o Accessibility

Exceeded target (95%) January & February

Improved ~20 points May (89%) over March (69%) after losing >50% of total Service

capacity mid-March due to COVID-19 pandemic

• Proactively partnered with GCO and STRP to identify FTE movement opportunities and

skilling/routing changes to improve Accessibility with limited staffing

Maintained 90%+ during peak summer volume months while assisting with overflow (July-

September)

Met target in October and on track to meet for remainder of year

o Volume/Center Movement

Reduced friction providing an improved customer experience through strategic capacity

planning

• Volume movement into/out of the Service organization (Where’s My Tech, Account Unlock,

ATT.com Sales Support, Mobility intent to MSS) to ensure customer is handled by the most

appropriate agent

• Converted centers from ISM Service to improve Accessibility across the broader organization

(CNX Alabang/SGS Clark to MSS, SGS Carmona to BB Tech, and CNX Bogota to ISM SPN

CLG)

• Exited poor performing centers to improve Customer Experience (IQOR)

Move Faster

o Geo Diversification

Launched 10 new centers within 60 days to improve Accessibility through COVID-19 and

reduce future Philippines capacity risk

• Egypt, India, Panama, Colombia, and El Salvador

o Business-Ready Data

Provided clear and effective communication allowing the client to address gaps and make

future business decisions for volume allocation

• WFH (work from home)/active FTE tracking April forward

• Percent to Lock Handled reporting by center/SP/AVP

• “What if” capacity views based on various scenarios for future planning

Act Boldly

o Client Relationships

Supported VP’ s/AVP’ s/Director’ s across both the Video and Broadband Service

organization to ensure optimal and seamless client/customer support

Enhanced existing and built new relationships through honest, transparent, and thoughtful

communication

o BB/Video Split Planning

Vocal advocate for BB & Video client organizations to ensure strategic objectives are

maintained/met and each organization is set up for success post 12/3 IVR intent split

Win as One

o ISM/MSS Accessibility

Gained client support to lock/handle MSS overflow and balance Accessibility across MSS

and ISM

• MSS Locked- 550k (Jan-Nov)

• MSS Handled- ~1.2M (1/1-11/4)

o Sales Optimization

Strategically adjusted skilling and routing to maintain sales volume containment during

COVID-19 constraints (WFH/Staffing)

• Improved containment ~25 points Q3 vs. Q2

• Maintaining 95%+ contained Q4

Attainment Results

• Final 2020 results not yet available

o Wireless sales exceeding target by 16% in Q4

o Total sales improved 51% Q3/Q4 vs. Q2

2019

ISM Expansion

• ~5k single product agents trained on ISM (multi-product) while achieving client Accessibility

expectations

o Reduces transfers and repeats by 3.3M calls annually or $19M @ $6 per call

• Converted ~10 single-product sites to ISM

• Collapsed multiple single product queue’s

o Improved Customer Experience/Accessibility

o Reduces complexity for GCO to manage overflow

Geo Rationalization

• Strategically planned capacity to move FTE from near-shore to off-shore

o Saves ~2.8M in 2019

o Reduced number of Strategic Partner’s from 9 to 6

Sales Optimization

• Strategically planned capacity to route sales opportunities into PTB sites

o DeVaul Attainment

Broadband- 109%

Mobility- 97%

Video- 117%

Programming Expirations

• Achieved Accessibility target (+/- 2%) during high volume from contract negotiations

(Nexstar, CBS, Sinclair, etc.)

o July- 96%, August- 93%, September- 94%

• Improved Loyalty Accessibility

o Service handled ~340k CLG calls (July-September)

Loyalty Accessibility

• Converted 3 ISM Service sites to CLG with minimal notice to improve Loyalty

Accessibility/reduce Churn

o ACT Montego Bay (~450 FTE)

o SGS Kingston (~250 FTE)

o SGS Mandeville (~580 FTE)

Platinum Routing Strategy

• Increased internal agent occupancy and improved VOC by increasing the percentage of calls

handled internally/on-shore.

o Vendor Cost savings of $552k-$764k annually

RISE Development Program

• Participated in design, implementation, and training of the 2019 Workforce RISE program

• Increased revenue through design and implementation of strategic initiatives to reduce customer churn for the multi-product (ISM) and Platinum customer base
• Developed strong partnership with Integrity and Compliance to identify, eliminate, and prevent future risks within the Customer Service organization

As the Integrity/Compliance lead, we achieved Best-in-Class results in 2018 for both Sales Integrity as well as the Overall Integrity Score (introduced in Q2).

This was accomplished through a strong partnership with Integrity Operations, SOAR,

Compliance, Center/Vendor Manager’s, Director’s, and Strategic Partner Leadership. The

processes created, results achieved, and the strong partnership set the benchmark for

Integrity results across the Sales and Loyalty channels.

In addition to achieving Best-in-Class performance on standard metrics of Integrity success, a

proactive approach was taken to eliminate identified integrity issues that negatively impact the

customer experience. Released calls (agent hang-up’s) were identified as a trend from VOC

verbatim’s. In addition to the work done by the IO team, internal processes were implemented

to drive accountability with Strategic Partner’s including investigating all released calls and

removing agents from the program when misconduct was found. This resulted in a 90%

reduction in released calls over a 3 month period and the overall largest reduction and

improvement amongst all VP’s.

As the Loyalty lead, I partnered with multiple cross-functional

teams to develop and implement strategies to improve churn as well as provide SME support

to both internal and external (SP) clients. Specific highlights include:

• Development of the BPS strategy for both ISM Loyalty and Platinum Loyalty

• Development of the ISM Loyalty routing strategy to identify sales opportunities (Mobility vs.

non-Mobility customers)

• “Save” Workshops to improve manager coaching techniques regarding Loyalty calls

• Onboarding Training for all new Manager’s in the Internal Platinum Loyalty sites (Reporting,

Strategy, Coaching Techniques, Calibration sessions, etc.)

• Partnered with the SOAR team to develop strategic reporting to identify churn driver’s, etc.

• Marketing offer execution through partnership with Channel Marketing and site leadership

• Developed and implemented strategic plans across vendors/sites engaging other support partners to deliver results
• Influenced outcomes by building productive relationships with vendor leadership

• Increased sales and reduced churn by identifying performance gaps and implementing solutions in partnership with Retention Marketing and Operations

• Exceeded sales, retention, and customer experience targets through effective development of 7-12 Team Leaders