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Work Background
MGM Resorts InternationalVice President Contact Center Operations
Feb. 2017Las Vegas, NevadaProvided strategic leadership and oversight of over 350 employees for the MGM Resorts International Contact Center operations to ensure the attainment of all key performance indicators which influence revenue, guest service, operational excellence, and employee satisfaction. Ensure best in class services are provided to all guests that interact with Contact Center operations to maximize profitability while properly managing operational and labor expense. • Decreased abandon calls from over 30% to below 10%
• Increased employee engagement by double-digit percentage points within the first year. • Increased year over year sales by over $20mil • Reduced call volume up to 30% by re-designing phone IVR saving more than $3.8 million in FTE expenses.
• Improved NPS scores to 84% by implementing a customer-centric quality program.
• Implemented a work from home strategy and execution plan to permanently have all 350 employees work from home due to the recent pandemic.
MGM Resorts InternationalVice President Contact Center Operations
Feb. 2017Las Vegas, NevadaProvided strategic leadership and oversight of over 350 employees for the MGM Resorts International Contact Center operations to ensure the attainment of all key performance indicators which influence revenue, guest service, operational excellence, and employee satisfaction. Ensure best in class services are provided to all guests that interact with Contact Center operations to maximize profitability while properly managing operational and labor expense. • Decreased abandon calls from over 30% to below 10%
• Increased employee engagement by double-digit percentage points within the first year. • Increased year over year sales by over $20mil • Reduced call volume up to 30% by re-designing phone IVR saving more than $3.8 million in FTE expenses.
• Improved NPS scores to 84% by implementing a customer-centric quality program.
• Implemented a work from home strategy and execution plan to permanently have all 350 employees work from home due to the recent pandemic.
Jason Lynch ConsultingPrincipal
Jul. 2016 - Feb. 2017Phoenix, Arizona AreaAssisting business owners/leaders in gap assessments to identify opportunities to streamline processes and improve operational results. Provided consultation to a small jewelry business to improve inventory management procedures and tracking. Guided the business leaders in implementing steps to control the quality of their manufactured products better and improve invoice processing. Served as SME to another consulting firm and provided direction on a strategic approach to building a culture committed to excellent customer experience.
SunrunDirector Call Center Sales / Site Director
Aug. 2014 - Jul. 2016Scottsdale AZ and San Francisco CAManaged call centers in Scottsdale, San Francisco, and Hawaii with $7.5 million operating budget, 72 full-time employees (FTE) total representatives, 9 supervisors, 1 manager, and 5 support staff. • Developed process improvements and Lean initiatives to leverage existing technology, increase accountability, efficiency, and productivity, and deliver improved customer service. Shaped new corporate culture and coached employees at all levels to facilitate a shift in thinking, with remarkable results: • Captured $7 million savings by reducing headcount from 180 FTE to 72. • Reduced average hold time 46%, abandoned calls 42%, and speed to lead from 7 days to 3 days while increasing call volume 205% and conversions 20%. • Designer and project manager of a $35 million, 45,000 sq. ft. facility. Built a best-in-class call center through innovative, strategic planning and benchmarking. • Replaced legacy system with new Automatic Call Distributor (ACD) system to support forecasted business growth and increase interaction with SalesForce, speeding information to employees and increasing effectiveness and customer satisfaction. • Formalized quality monitoring processes to enhance employee training and coaching. • Worked with architects to develop furniture type and layout plan, amenities, workspace and floor plan design, color pallet and branding. • Increase morale 25 points on employee engagement survey. Reduced employee turnover from 40% to 5%.
USAAOperations and Sales Contact Center Director
Feb. 2006 - Jul. 2014Phoenix, Arizona AreaDesigned USAA’s first outbound call center with 9 direct management reports and 244 front line employees selling financial services products. Completed Yellow Belt and Green Belt training from Six Sigma Master Black Belts. Streamlined legacy processes, implemented Lean/Six Sigma initiatives, and conducted employee training that focused on selling techniques based on customer needs analysis.
• Attained $35 million increase in Property and Casualty (P&C) banking and life insurance sales.
• Captured $650,000 annual savings through Lean Six Sigma strategies.
• Achieved 1,400% increase in dials (20,000 average per day).
• Improved service level to 85%, a 50% increase.
• Eliminated 95% of after call time and realized 30% reduction in customer wait time by leveraging 100% of hardware and software capabilities to run 90% of campaigns in fully automated mode.
• Achieved and maintained 93% customer satisfaction key performance indicator (KPI) rate.
USAAContact Center Sales Manager
Mar. 2004 - Feb. 2006Phoenix, Arizona Area• Obtained Property and Casualty License in all states through rigorous testing process. • As functional manager, led new member sales employees in gaining member knowledge, understanding customer needs, and developing customer-satisfying solutions. • Served employees in developing career paths, achieving performance targets, and navigating career progression through development activities. SME for workforce planning. • Ensured constant compliance to policies, procedures, sales procedures, and state regulations.
USAAContact Center Business Operations Analyst
Apr. 2002 - Mar. 2004Phoenix, Arizona Area• Created and re-engineered workforce strategy and workforce planning processes. Maintained 3% headcount forecasting accuracy through effective scheduling.
• Led workforce management strategy and teams.
• Realized 30% increase in schedule adherence and achieved labor forecast accuracy of 3% by leveraging technology and industry best practices around employee performance and productivity.
• Increased customer satisfaction and connect rates by optimizing call routing.
• Instituted budget tracking into the workforce planning process to heighten visibility and allow for improvement initiatives.
Homestore.com (Move.com)Contact Center Sales and Operations Manager / Site Manager
Jul. 2000 - Dec. 2001Phoenix, Arizona Area• Directed operations and led teams in Scottsdale, San Francisco, New York, Dallas, and Thousand Oaks, California, employing global project management best practices to ensure timely communications, performance tracking, and delivery of key strategic objectives. • Designed and implemented the first support and sales contact center, including Automatic Call Distributor (ACD), workforce management, and staff selection, within budget and on time, meeting all success criteria.
• Researched and purchased call center technologies to increase productivity and add contract channels, maintaining budget and tracking ROI.
• Achieved call center financial objectives by estimating requirements; preparing the annual budget; scheduling expenditures; analyzing variances, and initiating corrective actions.
• Consolidated customer care strategies of acquired companies with corporate plans, sought improvement opportunities and streamlined processes with mergers and acquisitions.
• Promoted a suite of SaaS products at National Association of Realtors trade shows.
Alaska AirlinesVarious Leadership Positions
Mar. 1991 - Apr. 2000San Francisco, CA / Tempe, AZ Led 135 sales employees in the contact center to strive for unsurpassed customer satisfaction rates.
ACD selection and implementation, followed up to ensure successful sustainment and utilization.
Workforce planning/workforce management for a 1000-seat 24x7 operation.
Flight Operations agent and trainer.
Manually calculating weight and balance and load plan for a variety of large aircraft.
FAR Part 108.215 Airline Ground Security Coordinator; SFO Earthquake board member.
Alaska AirlinesVarious Leadership Positions
Mar. 1991 - Apr. 2000San Francisco, CA / Tempe, AZ Led 135 sales employees in the contact center to strive for unsurpassed customer satisfaction rates.
ACD selection and implementation, followed up to ensure successful sustainment and utilization.
Workforce planning/workforce management for a 1000-seat 24x7 operation.
Flight Operations agent and trainer.
Manually calculating weight and balance and load plan for a variety of large aircraft.
FAR Part 108.215 Airline Ground Security Coordinator; SFO Earthquake board member.
USAirCustomer Service Agent
Jun. 1989 - Feb. 1991San Francisco, CAResponsibilities include selling tickets and working gates, handling passenger complaints or problems. I also served as station representative to a local and corporate problem-solving committee.
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