ROSALIND D.

FREEMAN
2467 Periwinkle Court, Florissant, MO 63031
Home: 314-838-1996 | Cell: 314-562-1641
rfe8a118@westpost.net
OPERATIONS CALL CENTER EXECUTIVE
Accomplished Top Performing Call Center
Operations Expert
Results-driven professional offering over 14 years extensive and
proven experience identifying root cause and resolutions of
issues in call center environment. Background includes
outstanding project management, establishing and enforcing
policies for customer care handling, pioneering projects with
successful results. An excellent ability to maintain a balance of
costs, efficiency and a comprehensive view from the customer's
perspective. Provides exceptional custom solutions to
organization, customers and business leaders in resolving
problematic issues and complaints while building profitable and
business friendly relationships. Ability to unite and motivate
diverse teams within both US and International (Philippines,
Costa Rica, Mexico, Canada, United Arab Emirates, Russia)
business units with effective communication and negotiation
skills. Proven success in revitalizing underperforming
departments to attain peak company expectations and performance.
Areas of Expertise:
Customer Care Management
People Management
Call Center Migration
Organizational Skills
Project Executions & Implementations
Team & Relationship Builder
Cost-Reduction Strategies
Product Implementation
Call Center Operations
Training
Interpersonal Skills
Strategic Planning
SELECTED ACCOMPLISHMENTS
* Pioneered company online resource tool for Customer Service Representatives (C
SR) which eliminated outdated paper information, reduced average handling times
and offered real time alerts with annualized cost savings of $1 million.
* Championed migration of key Offline Customer Service support to an outsource c
all center; improved service levels by 18 days which provided customers and clie
nts an average resolution rate of 2 business days and offered the company $2 mil
l in annualized cost savings.
* Designed and directed the development of IVR automation for loyal and repeat c
ustomers which provided improved consistent experience for the company's most lo
yal customers while creating a $700k annualized cost savings.
* Created real time request queue for front line associates which improved respo
nse time to customers from 14 days to 5 days.
* Reduced inbound call volume for Loyalty call center department 15% by driving
use of automation within company website and Interactive Voice Response (IVR) pl
atforms 1st year and a 25% reduction opportunity 2nd year.
* Facilitated multi-level communication workgroups for
US & International business units to address critical perceptions, broaden polic
y awareness and clarify company strategies; strengthened workgroups and communic
ation lines throughout company & community.
PROFESSIONAL EXPERIENCE
WESTERN UNION FINANCIAL SERVICES, St. Louis, MO
1996 - Present
Director Implementation and Integration
(2008 - Present)
Promoted: Enforced Payments and Loyalty business strategy and owned policies for
customer care handling in Global Outsource environment. Accountable for qualit
y of operations, project initiation and implementation, cost savings initiatives
and communication to all levels of the organization.
* Directed migration of customer service support for Payments product which resu
lted in 10 day improvement of service levels, reduced headcount by five full-tim
e employees and an annualized cost savings of $400k, while establishing Global r
egional support for customers by offering customer service support closer to the
caller.
* Championed the migration of IVR applications to new IVR vendor which increased
automation opportunities, improved customer experience while maintaining custom
er resolution within the IVR at 76%.
* Reduced Average Handling time at Global call centers for
Payments by 15 seconds over a 10 month period driving an
annualized cost savings of $1M.
Client Support Manager
(2005 - 2007)
Promotion; "Subject Matter Expert" for Payments and Loyalty
products; Established and maintained service levels, multi-level communication m
ethods, reporting documents and met expected cost savings goals.
* Established policies and procedures for new payments product, included: creati
on of training material, completed "Train the Trainer" program requirements, ide
ntified and published service level expectations and defined customer care suppo
rt.
* Reduced error rate of Payments front line associates from
800 / mo to 200 / mo; improved first call resolution for inbound callers by 15%.
* Led special taskforce charged with moving inbound call support for utility bil
l payment product to 24 hour call center environment; Developed project plan, es
tablished new point of contact phone number, call routing and IVR tree, created
training material, trained CSRs and managers which established first call resolu
tion for agents, customers and billers.
Senior Operations Manager
(2003 - 2004)
Promotion; Day-to-day operations management for 1,800 seat call center. Managed
service level delivery, communicated operations outages, reported and resolved i
ssues.
* Established Standard Operating Procedures for Payments and
Loyalty products to provide support of Disaster Recovery
initiatives which provided the opportunity for immediate call support.
* Monitored and adjusted inbound call volume to provide balanced service levels
for all call center sites within United States; service levels were met on avera
ge 22 hours per a 24 hour day.
* Redesigned Performance Summary Reports for peers when reporting to Corporate H
eadquarters offices which provided a uniformed consistent view to the Call Cente
r performance.
Project Leader
(2002 - 2003)
Promoted as Systems Project Manager; Liaison for internal
departments (Operations, IT, Call Center) and external business clients; Integra
ted new and existing billers to automated Electronic Interconnect Interface.
* Created and published master schedule for client conversions from check printi
ng to electronic delivery of payment information and funding which provided a 70
% improvement in the delivery of a project.
* Reorganized and streamlined process for migrating clients from a check deliver
y process to an electronic payments product interface to guarantee a 30 day deli
very from statement of work sign off to implementation resulting in 45% reductio
n in backlogged projects.
Operations Manager
(1998 - 2001)
Promoted to manage team of 30 Customer Service Representatives (CSRs); Liaison f
or internal and external customer complaints; Creation and Implementation of pro
cedures to continuously improve customer handling on inbound calls; Prepared and
furnished comprehensive performance summary reports for distribution to various
levels of senior management including VP level.
* Designed and facilitated soft skill training for CSRs to
improve employee professionalism based on customer complaints, resulting in 50%
decrease in complaints for first quarter of implementation.
* Prepared call center for new product releases by creating,
publishing and training process and by facilitating communication with various b
usiness leaders.
Customer Service Representative
(1996 - 1998)
Resolved internal and external customer concerns on inbound
calls.
EDUCATION AND PROFESSIONAL DEVELOPMENT
Bachelors of Administration Degree in progress,
Lindenwood University, St. Charles, MO
(Estimated graduation: Winter 2012)
Company Sponsored Training:
Leadership Inventory (4 month program), 2009 - Kouzes/Pozner
Leadership Challenge, Denver, CO
Management Training (12 week training), 2004 - First Leaders,
St. Louis, MO
Public Speaking (6 month training), 2002 -
Dale Carnegie, St. Louis, MO