Vice President, Partnership Management

• Aug 2022 - Present

Director, New Business Models and Processes

• Aug 2018 - Aug 2022

Steer development of secondary towing strategy, supporting $30 million roadside business opportunity. Own comprehensive oversight of P&L, business development, and sales, driving sustainable and profitable external offerings. Drive continuous process improvement through analytics. Collaborate cross-functionally across operations to implement long- and short-term processes. Work with technology to implement IT roadmap tactically and strategically. Partner closely with the Growth Sales team to co-manage growth opportunities and maintain a strong pipeline. Develop business cases for new growth opportunities and work with cross-functional teams to test and vet assumptions. Clearly communicate business objective timelines to the executive team and expose risks and tradeoffs. Establish and monitor staff performance and development goals, assign accountabilities, set objectives, establish priorities, conduct annual performance appraisals, and administer salary adjustments.Key Roles and Responsibilities:►Manage nine direct reports and an operating expenses budget of $2 million. Grow and manage about $30 million in annual revenue.►Identify gaps in product, support, and knowledge management systems and develop programs to supplement those gaps (training, community, back-office support). Develop training content to support and service products.►Designed and implemented enhanced secondary towing product in support of a $1 million opportunity, growing the state of business to $30 million in revenue for the secondary towing industry.►Set up NPS and integrated SMS surveys based on customer feedback.►Formulated an improved impound lot knowledge base to enable further digitization of the secondary process.P&L oversight | Operations management | Process excellence | Vendor management | Product development

Client Services Leader

• Dec 2016 - Aug 2018

Managed and developed a team of seven direct reports, evaluating and monitoring client deliverables and metrics to identify potential issues and risks while ensuring exemplary service levels. Worked cross-functionally to ensure client priorities were established and maintained, proactively driving solutions to client issues and supporting successful and timely resolution through continued and regular communication and standardization.Key Roles and Responsibilities:►Built a centralized client services organization from the ground up, designing and executing account management strategy and metrics to ensure customer satisfaction and account growth (pricing strategy, budgeting, forecasting, road mapping etc.).►Played a key role in building a real-time portal of statistics and Key Performance Indicators (KPIs), increasing service level success by 10%.►Conceptualized and implemented an Uber-like model, allowing members of the community to answer calls for tire changes or roadside assistance within 47 minutes.►Facilitated a team of account managers in managing $200 million in revenue, supporting them in focusing on strategic plays and RFP development.►Repositioned the business model to be fluid in daily partner interactions while managing hiring, recruitment, and training of staff.►Concurrently served as account manager, overseeing $70 million in annual revenue.Team building | Client engagement | Account support and management | Customer experience | Thought leadership | Cross-functional project management | Financial management

Senior Relationship Manager

• Mar 2016 - Dec 2016

Steered strategic initiatives through to successful completion, enhancing the client experience and program profitability. Delivered comprehensive thought leadership and guidance to a team of relationship managers.Key Roles and Responsibilities:►Steered strategic initiatives through to successful completion, enhancing the client experience and program profitability.►Developed partner presentations detailing program health and growth as well as improvement initiatives.►Presented on proposals and quarterly business reviews.

Relationship Manager

• Jan 2013 - Mar 2016

Cultivated and managed the General Motors roadside assistance relationship, a $40 million inbound campaign exceeding 1 million calls annually.Key Roles and Responsibilities:►Provided value-added solutions to program, increasing digitization and efficiency; led initiative that reduced overall handling time by 15% on 10% of the call base. ►Designed and implemented a solution that saved the partner numerous full-time equivalents through an 8% reduction of its call base. ►Steered project involving conversion of outbound customer surveys from phone to email, improving survey base by 100%.

Manager, Project Management

• Aug 2010 - Jan 2013

Employed Lean methodology to reduce contact center expenses and improve capacity, saving the organization approximately $200,000 annually. Key Roles and Responsibilities:►Successfully migrated annualized 165K inbound call program to a new Canadian vendor within 90 days.►Migrated annualized 1.6M inbound call program to a new vendor in Manila, Philippines. Project involved the procurement and implementation of a call recording platform for 230 seats. ►Served as the operations lead in support of the launch of a single entry, multi-carrier interface for 12K Allstate agents.

Global Vendor Manager

• Jan 2009 - Aug 2010

Directed operations of five inbound contact centers in U.S., Canada, and India exceeding 450 full-time equivalents and 30 external partner relationships. Collaborated with cross-functional teams to identify LEAN initiatives and subsequent execution strategies.Key Roles and Responsibilities:►Propelled site performance, procurement activities and growth through new relationships and product launches for clients such as Pep Boys, Enterprise Rent-A-Car, Avis-Budget Rent-A-Car and Mercedes-Benz.►Successfully transitioned annualized 2M inbound call program to a new vendor within 90 days.►Collaborated with cross-functional teams to identify LEAN initiatives and subsequent execution strategies.

Various positions

• Jun 1997 - Jan 2009

Solicited and managed electronic data interchange (EDI) conversions through a wing-to-wing process, attaining 35% first year conversion growth with a 10-full-time equivalent reduction.Key Roles and Responsibilities:►Originated and managed strategic enhancement projects through an IT funnel process.►Slashed year-over-year business unit allocation costs by 10% through simplification and Lean events. Solicited and managed electronic data interchange (EDI) conversions through a wing-to-wing process, attaining 35% first year conversion growth with a 10-full-time equivalent reduction.Key Roles and Responsibilities:►Originated and managed strategic enhancement projects through an IT funnel process.►Slashed year-over-year business unit allocation costs by 10% through simplification and Lean events.