Senior Program Manager with a very strong background in communications, technology, support operations and program/project management. Professional expertise includes the effective use of strong written and oral communication skills, knowledge of technology and its application including the ability to tailor communications for any audience.
Qualifications
Strong communication skills
Strong analytical skills
Superb writer and editor
Active listening skills
Strong organizational skills
Strong Program/Project Management skills
Strong collaborative skills
Excellent problem solving skills
Accomplishments
Selected as a Presenter at Oracle's Open World annual conference (2015)
Selected as a Presenter at an SSPA (Software Support Professionals Association) Conference (2002)
QAD Key Contributor Award (2000)
QAD Champion Award for obtaining the SCP Certification (1998)
Work Experience
Senior Program Manager, 06/2008 - 05/2015 Iron Mountain Incorporated – Salem, OR,
Responsible for overall communication including customer newsletter, internal team newsletter and special communications from support leadership
Lead a communications team across a large organization responsible for implementing new communication vehicles/technologies, such as an internal blog for Support
Successfully manage multiple priorities/projects regularly including marketing of support web site resources, reviewing the health of the support knowledge base and implementing necessary improvements and/or training for support staff
Responsible for coordinating social media communications for upcoming Support events, i.e., webcast events, newsletter releases
Train customers via webcast on how to use the Support web site and processes
Responsible for coordination with other departments as appropriate to address operational, customer, product and employee issues in a streamlined and efficient manner
Responsible for making recommendations regarding the support organizational structure, strategy and processes based on industry knowledge and trends in customer satisfaction and other key metrics
Successfully transitioned Primavera Support to the Oracle Support model and systems; drafted and executed regular communications to support staff regarding changes
Director of Customer Support, 06/2005 - 05/2008 Rockstar Games – Manhattan, NY,
Responsible for managing the Americas support team, including 60 Technical Support Reps and 6 managers.
Responsible for setting and executing strategic actions for the department focused on achieving high levels of customer satisfaction, including implementation of new processes and systems
Responsible for training and coaching managers
Responsible for ensuring consistency across support teams and regarding each Support Rep's performance
Responsible for interfacing with other departments to address customer, product and employee issues
Managed and maintained annual support center certification (Service Capability and Performance)
Customer Support Team Lead, 08/2000 - 05/2005 Horizon Software International, Llc – Waco, TX,
Responsible for managing a team of technical support representatives and for support process definition and improvement as required.
Responsibilities include daily management of incoming customer requests, evaluation of each technical support representative's performance, facilitation of team meetings, and providing assistance to each technical support representative to achieve career goals.
Responsible for hiring process and new hire orientation, including resume review, phone interviews, onsite interviews and evaluation of candidate's troubleshooting and customer service skills.
Acted as the point of contact within Customer Support for system problems.
Directly interfaced with the IT Manager and third party support to resolve system problems.
Responsible for managing the Support Center Practices (SCP) Certification for 2 Customer Support Centers (Certified PA location in 11/01 and 6/03; Certified NH location in 12/03). Responsible for establishment and coordination of multiple project teams to research and report on criteria (111 elements) required by the certification. Established tracking system for completion of certification elements.
Responsible for managing the Knowledge Centered Support project for Customer Support globally. Required establishment of project team to review existing knowledge management process and tools and included managing the technology selection process.
Acted as Project Manager for the implementation of the new knowledge base system for Global Customer Support which included coordination of training and system rollout, both internally and externally (customers).
Global Support Enablement Manager, 01/2000 - 08/2000 Bloomscape – Kentwood, MI,
Responsible for managing a team dedicated to the definition and maintenance of support process, tools and training for support centers around the globe.
Responsible for establishing a support infrastructure that is globally applicable yet flexible to local standards.
Responsible for collaborating with other departments to ensure strategic alignment within the company.
Responsible for working with QAD Partners to extend the support chain.
Required extensive knowledge of the support process and associated systems, coordination with other company departments and interaction with all levels of management.
Global Support Process Coordinator, 02/1998 - 01/2000 State Of Arkansas – Melbourne, AR,
Evaluated and maintained current support structure and processes.
Responsible for maintaining the global call tracking system in use by seven support centers along with any associated process/procedures.
Directly responsible for the integration of newly acquired support centers into the Global Support structure.
Responsible for implementing solutions for process improvement.
Work closely with support management to achieve higher visibility of Global Support Services internally and externally.
Work closely with 'new technology' group (Operations) to ensure business process exists prior to rollout of new technology within the Support Center.
Responsible for preparing the Mt. Laurel Support Center for the Support Center Practices (SCP) Certification Audit (Certified in 7/98).
Required extensive knowledge of the support process and associated systems, coordination with other company departments and interaction with all levels of management.
Participation in the internal software upgrade project as a "core team" member and represented Global Support Services' interest globally. Gathered user and reporting requirements and acted as tester/troubleshooter of any software problems encountered for the entire project. Resulted in improved support workflow to allow for more efficient capture of customer and problem information (contract coverage, problem area, etc) and more efficient capture of call metrics.
Customer Support Supervisor, 02/1997 - 02/1998 QAD Inc – City, STATE,
Managed a team of technical support representatives which included evaluation of each individual's performance and salary.
Monitored the group's performance in relation to various statistics and customer satisfaction.
Responsible for hiring and performing staffing calculations to ensure proper phone coverage.
Interacted with management throughout the company.
Performed presentations and conducted numerous tours of the Mt. Laurel support center to potential and existing QAD customers and partners.
Participated in Solution Centered Support implementation and was instrumental in developing a strategy for migration from a Call Center to a Solution Centered Support operation.
Led initiative for more open communication within Support by scheduling monthly staff meetings.
Responsible for gathering agenda and leading most staff meetings for the entire department (60 people).
Software Support Analyst, 08/1995 - 02/1997 QAD Inc – City, STATE,
Responsible for taking incoming customer calls via the QAD Customer Support help line.
Performed troubleshooting and extensive testing on the customer's problem.
Worked in the financial, distribution and manufacturing areas.
Responsible for managing my workload as well as acting as mentor to new support analysts.
Educated new support analysts on various technological tools to use in addition to departmental processes.
Worked with teams on various levels.
Interacted frequently with Development and Sales.
Education and Training
Bachelor of Science Degree: Accounting, Expected in May, 1992 - St. Joseph's University - Philadelphia, PA GPA: GPA: 3.3 Dean's List
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