Professional Journey

Career

Begins work as b2b telemarketer @ CAS Systems

9/1992 - 9/1995

Named Account & Program Manager

1994 - 1997

Developed new client on-boarding processes, which became the core of the company's value proposition; managed teams of 20 to 40 line employees and supervisors; coached and mentored employees; effectively managed teams to meet and exceed gross margin and revenue targets.

Named Operations Director

1997 - 2000

As company's first Director of Operations, successfully re-engineered core business processes to enable rapid growth. Re-designed key management and technical staff roles to enable scaling and succession planning. Enabled 100% revenue growth in under two years. Developed programs for employee development and certification in core functional areas.

Named Vice President, Telebusiness Operations

2000 - 2007

Selected and implemented highly successful employee engagement survey and feedback programs; developed programs that reduced turnover through improved training and recognition programs that provided status and recognition to high-performing but non-promotable employees, significantly improving retention of these valued assets. Following tech market crash in 2001, managed organizational change and re-organization efforts to return company to profitability within 9 months.

Takes ownership of Learning & Development

2001 - 2008

Overhaul of new employee on-boarding process improves learning experience and leads to shorter time to proficiency. Creates custom version of new hire training for Montreal market.

Launches Montreal-based operations

05/2003 - 12/2007

Was tapped to launch new satellite office In Montreal, QC from 2003-2007, growing operation from zero to more than 300 employees by 2007. Personally oversaw recruitment, selection, training, performance management, assessment and succession planning. Authored entirely new on-boarding and new hire training process to meet requirements of new market and labor pool in Quebec.

Director, Global Service Delivery

1/2008 - 12/2008

Developed and implemented sweeping organizational changes that dramatically lowered costs and improved productivity and client retention in Austin location. Changes included:
Revised incentive and commission structures to reflect business goals and client requirements
Revised and enhanced new hire training process
Re-engineered supervisory and management functions to improve effectiveness, scalability and to achieve consistency across company locations
Created new quality management team in Manila, participating directly in selection and training of new initial team members there and integration with U.S.-based teams

Intensive Language Instruction in Spain

03/2009 - 05/2009

Attends intensive Spanish language course in Spain to achieve Advanced intermediate level in Spanish.

Becomes Full-time Researcher

05/2009 - 06/2010

Worked for a prominent social science, studying the expression of human emotions; designed and built the lab's first database; was tapped to be sole data collector for multi-million dollar grant-funded project

Graduates with a Master's in Industrial-Organizational Psychology

08/2010 - 05/2012

Completes 47 credit hours in 4 semesters with perfect 4.0 GPA

Evolv On-Demand

06/2011

Innovated new design for company's consumer-focused job matching web-property -- using work context and conditions rather than skills and talents to begin with, which we believed entry-level people would not be good at self-assessing on; CEO said the new design was ten times better than what they had before

Free-lance Consultant

06/2012

Accomplishments

Transforms client on-boarding process

9/1995 - 5/1996

As first manager of new client program development, transitioned the company from a tradition telemarketing strategy to a solution selling model, which resulted in significant new client acquisition and growth. Established new client on-boarding processes, which became the core of the company's value proposition.

Re-structures core business processes for growth

1/1997 - 6/1997

As company's first Director of Operations, designed and successfully re-engineered core business processes to enable rapid growth. Re-designed key management and technical staff roles to enable scaling and succession planning. Enabled 100% revenue growth in under two years. Developed programs for employee best practices certification in core functional areas.

Innovates recruitment strategy

1/1999 - 1/2000

Also in response to attrition, developed a recruiting marketing tool -- establishing connections with software company sales teams such that we could recruit as a first step in being selected by these high paying jobs. This eventually led to development of best practices certification levels as a means of establishing a rep’s ability, but then also a means of establishing status. To address changes in available labor pool and shifting client requirements, re-engineered employee on-boarding and new hire training processes to more effectively prepare employees for success.

Re-engineers job functions for post-bubble market

2001 - 2005

With executive colleagues, leads company through economic slump, returning company to profitability and new growth phases.

Designs and Implements company's first employee engagement program

2003 - 2007

When increases in base and incentive pay plus work on career pathing failed to reverse employee attrition, implemented highly successful employee engagement programs (modeled on the Gallup Q12), reducing turnover through improved training and recognition without increasing costs. Programs provided status and recognition to high performing but non-promotable employees, significantly improving retention of these valued employees.

Launches Montreal Office

2003 - 2008

Tapped to lead the company's new operation in Montreal, responsible for all people-related operations. From zero, grew operation to 300 employees by 2007

Drive innovation in recruitment & selection

2007 - 2008

In response to hiring shortage, employs innovative techniques to attract and screen new hire candidates.

Post-Merger culture integration

06/2007 - 12/2008

Following a thorough assessment of the organizational structure and culture, developed and implemented sweeping changes that dramatically lowered costs and improved production and client retention in Austin location. Changing included: 1) business development incentive & quality management structures -- revised incentive and commission structures to reflect business goals and client requirements; revised and enhanced new hire training process; re-engineered supervisory and management functions to improve effectiveness, scalability and to achieve consistency across sites.

Launches Manila-based Quality Department

6/2007 - 6/2008

Created new quality management team in Manila, participating directly in selection and training of new initial team members there and integration with U.S.-based teams

Earns M.S. Industrial-Organizational Psychology

8/2010 - 5/2012

Completes 47 credit hours in 4 semesters with 4.0/4.0 GPA

Innovates job-matching process

09/2011 - 12/2011

Developed innovative design for new version of company's job-matching website, dramatically improving user experience.