Experience

IFDS FINANCIAL SERVICES LIMITED

• United Kingdom
• Financial Services
• 1 - 100 Employee

• Business Consultant

  • Jan 2016 - Present

  Business Transformation – Complete process mapping/re-engineering, gap assessments, and risk mitigation strategies for a variety of functional roles within the Transfer Agency space, for Canadian, European & Offshore Operation Teams; with an aim to deliver process alignment, improved efficiencies and labour arbitrage totaling a savings of 3.5 Million over 1.5 years o Manage relationships with Business & Technology Partners and external vendors to translate detailed business requirements into business needs, including oversight of development & project schedule, budget, business requirements, program benefits and various steering committee updates Show less



Foresters Financial

• Canada
• Financial Services
• 700 & Above Employee

• AVP, Member & Policyholder Services (North America)

  • Mar 2013 - Sep 2014

  As the AVP, Member & Policyholder Services, I ensured the North American in-force certificates and policy transactions were processed in a low cost, highly efficient and fully integrated manner while achieving quality and time service targets. I held accountability for an annual operations budget of $9M which represented 4 cost centres and consisted of 135 employees. As the AVP, Member & Policyholder Services, I ensured the North American in-force certificates and policy transactions were processed in a low cost, highly efficient and fully integrated manner while achieving quality and time service targets. I held accountability for an annual operations budget of $9M which represented 4 cost centres and consisted of 135 employees.



John Hancock

• United States
• Financial Services
• 700 & Above Employee

• Director, Participant Services Retirement Plan Services (US)

  • Jan 2012 - Mar 2013

  As the Director, Participant Services Retirement Plan Services (U.S.), my team supported 1 million customers and handled 50k calls/month. I created an environment that fostered open communication, people leadership and a high performing team. During my time in this role I was able to reduce call handling time by 20%, roll out processes that delivered efficiencies/improved overall satisfaction, increase employee satisfaction and ensure all processes were documented in the Knowledge Management tool. Show less

• Director, US Life New Business Operations

  • May 2008 - Dec 2011

  As the Director, Life New Business Operations, I had oversight of 200 plus employees across sites who supported the U.S. non-underwriting administrative aspects of processing life insurance applications. During my time in this role my team reduced the overall processing time by 20% for over 85,000 new insurance policies annually, moved approximately 30% of back office functions over to an offshore location, created an on-line performance feedback tool, improved the overall license check process by 25% and maintained very strong relationships with internal Account Managers and other Sales and Distribution leadership. Show less



Rogers Communications

• Canada
• Telecommunications
• 700 & Above Employee

• Director, Customer Care

  • Sep 1999 - 2008

  As a Director, Customer Care, my areas of responsibility included the development of leaders (TMs and my peers) focused on driving business results. Creating conditions within a call centre that will achieve sustainable alignment within the team/business, employee engagement and customer loyalty while bridging leadership gaps. As a Director, Customer Care, my areas of responsibility included the development of leaders (TMs and my peers) focused on driving business results. Creating conditions within a call centre that will achieve sustainable alignment within the team/business, employee engagement and customer loyalty while bridging leadership gaps.



TTEC

• United States
• Outsourcing and Offshoring Consulting
• 700 & Above Employee

• Project Manager

  • Oct 1997 - Sep 1999

  As a Project Manager of Call Centre Operations, my operational accountability for the inbound/outbound program(s) was aligned to the specific results deemed by my clients. In this position I was to be familiar with all aspects of my client ensuring that all operational expectations continuously met or exceeded customer satisfaction. My position received directions in regards to job responsibilities from the VP of Call Centre Operations. 8 Managers and 155 Consultants reported into me. As a Project Manager of Call Centre Operations, my operational accountability for the inbound/outbound program(s) was aligned to the specific results deemed by my clients. In this position I was to be familiar with all aspects of my client ensuring that all operational expectations continuously met or exceeded customer satisfaction. My position received directions in regards to job responsibilities from the VP of Call Centre Operations. 8 Managers and 155 Consultants reported into me.