Impacts Made

Quality Initiatives and Results:

Team Performance Metrics: Gathered regular team performance metrics to review a range of performance KPIs, provided analysis of team KPIs to leadership.

Customer Service: Managed and directed the team management of customer escalations; coached escalation handling.

Ticket Handling Standards: Developed and implemented a new ticket documentation quality method, implemented on a global scale.

Training: Revised support training methodology, liaised with training teams, resulting in shorter, reducing new hire ramp-up time from 6 months to 12 weeks.

Change Management:  Developed a framework to capture process gaps and ambiguities identified by the team.

Talent Management: Created a performance calibration tool for annual performance assessment.

Quality Initiatives and Results:

Customer Service: Managed and directed the team management of customer escalations; coached escalation handling.

SMS Failure Warning: Implemented a reporting dashboard/procedure (using PowerBI) to capture SMS notification abnormalities as an early warning tool.

Metrics Improvements: Revised Support ticketing system to provide Business Intelligence metrics

Ticket Handling Standards: Imposed a review process in tandem with training updates to identify and prevent HIPAA violations by Support staff.

Ticket Documentation: Imposed a new documentation standard resulting in reduced escalations, improved ticket clarity for metrics

Training: Revised support training methodology resulting in shorter, reducing new hire ramp-up time from 4 months to 8 weeks.

Knowledge:  Established a support Knowledge base program to bolster the volume and effectiveness of support technical content (internal).

Talent Management: Instituted standard employee reviews for monthly coaching-feedback sessions.

Staff Forecasting: Developed staffing models based on customer ticket generation patterns and SMS volume patterns.

Quality Initiatives and Results:

Customer Service: Managed and directed the team management of customer escalations.

Team Growth: Grew the North American support team from 10 staff in one support center to 20+ over three support centers. Assisted in the interviewing for non-support team growth efforts as well.

Mentorship: Instituted mentorship plans to accelerate the growth of next generation support leaders to protect against future attrition impacts

Metrics Improvements: Revised Support ticketing system to provide Business Intelligence metrics

Ticket Documentation: Imposed a new documentation standard resulting in reduced escalations, improved customer satisfaction (89% to 98%) and high commendations from high profile customers.

Training: Revised support training methodology resulting in shorter, more effective new hire training plans

Community Project: Managed Pentaho’s Trial Expert community program, developing processes and coordinating efforts with Export Control staff, Marketing and Sales programs.

Knowledge:  Established a support Knowledge base program to bolster the volume and effectiveness of support technical content (internal and external).

Leadership Development: Mentored multiple key performers to fill gaps left due to high impact attrition at the start of my employment.

Talent Management: Instituted standard employee reviews for monthly coaching-feedback sessions.

Release Readiness: Managed support participation in first semi-annual Release Readiness program

Quality Initiatives and Results:

Business Intelligence: Initiated the use of organizational metrics to aid in customer problem pattern recognition

Process Improvement: Participated in “Next Response Due” task force to improve technical support response rate

Organizational Improvements: Jointly founded ABLE (African American Business Leaders for Excellence) – Technology Chair

Customer Influence: Through the use of key metrics and ticket research, identified pattern of production outage/failures for a global retailer resulting in significant investments and outage reductions.

Quality Initiatives and Results:

Quality Improvement: Served as Global process owner for Oracle Documentation Methodology initiative for Product area product suite. Provided oversight to global program on improving the quality and standardization of support ticket documentation.

Knowledge Management Owner: Served as global owner for Product Area knowledge base development / maintenance improving the overall team investment in the knowledge base content and quality.

Training Development: Worked closely with Product management team to implement aggressive training plans

Release Readiness: Ensured the integration schedule was maintained. Implemented a schedule for all readiness tasks, coordinated train-the-trainer sessions resulting in smoother new release exposure and key issue prevention.

Organizational Metrics: Reviewed operational metrics and presented to Director/VP level highlighting improvement opportunities and organizational success.

Team Morale Building: Developed morale improvement/team building programs resulting in better team cohesiveness.

Tool Development: Participated in the testing/design of an event notification tool now used throughout support organization as a standard.

Quality Initiatives and Results:

Root Cause Analysis: Initiated the first ever Root Cause/Cause Analysis review on Oracle Order Entry product

Workload Analysis: conducted team workload analysis resulting in organizational changes to improve overall ticket handling effectiveness

Backlog Handler / Team lead:

Conducted team workload analyses, Identified key focus areas for training and staffing needs

Orlando 2005 Holiday fundraiser - Chaired a holiday fundraiser program with generated over $3000 for employee holiday event, (Volunteer)

Quality Initiatives and Results:

Business Intelligence: Designed new reports to fulfill Institutional reporting requirements.

Process Improvement: Worked with IT / Programming staff to build automation into reporting requirements; Mainframe to Access database to Excel to standardized reporting.

Quality Initiatives and Results:

Process Improvement: Automated several reporting requirements against CAMs (Core Automated Maintenance System) ending the need for manual tally counting.