Difference between revisions of "Main Page"

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=Ted's Recent Projects=
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[[Category:Resume]]
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[[file:Roc1.jpg|thumb|400px|border|Southern Division ROC, September 2009]]
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Full pdf version of [http://www.tedlango.com/ted/resume/Lango_Resume_2012.pdf Ted's Resume]
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==Resource Optimization Center (ROC) Build-Out==
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==SUMMARY OF QUALIFICATIONS==
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=== What Is The "ROC"?===
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{| {{table}}
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| '''Contact Center Operations  ~ Customer Care  ~  Sales Management''' ||||
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|}
  
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The "ROC", or Resource Optimization Center is a business unit tasked to support the creation and adoption of “best practices” needed to maximize Customer Care resources. The ROC’s mission statement is to:
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Energetic, results-oriented Executive with a solid background of experience highlighted by significant accomplishments. Highly analytical, innovative, and organized with a history of developing effective strategies for overcoming challenges and improving operations through the application of sound business expertise and advanced technology. Outstanding communication, negotiation, and interpersonal skills that result in productive business relationships at all levels internally and externally. Effective leader that develops cohesive teams and fosters collaborative efforts across departments. Strong critical thinking and problem solving skills with proven success managing multiple high-level responsibilities in fast-paced environments.  
  
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''Drive efficiency and maximize Customer Care resources in the Southern Division through improved forecasting, call routing, workforce utilization, 3rd party allocation and oversight, and dynamic resource management.''
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Additional expertise in:
  
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The ROC will consolidate key WFM functions at Division:
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{| {{table}}
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| ·    Contact Center Optimization||·    Business Analysis and Models||·    Workforce Management
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|-
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| ·    Multiple Site Management||·    Performance Management||·    Budgets and Cost Control
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|-
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| ·    Mergers and Acquisitions||·    Continuous Process Improvement ||·    Employee Development
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|}
  
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*Forecasting Aggregation & Validation
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==Career Accomplishments==
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*Call Routing Oversight, Avaya Skill Template Management
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===Comcast Cable===
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*Real-Time Monitoring and Incident Management
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* Designed, deployed and managed the Comcast’s Resource Optimization Centers (ROCs).  Strategic initiative to optimize resources & reduce costs for customer care operations.  Full responsibility for developing the ROC program, including design, implementation, and daily operations:
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*Third Party Management, Forecasting & Real-Time Monitoring
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** Constructed World-Class Command Centers with processes and tools to support 70 contact centers managing over 300 million calls annually.
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*Bi-directional Interface with other functional departments
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** Developed ROC strategic and tactical operations playbook and implemented as the national standard.
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*Universal IVR Monitoring and Customer Experience Management
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** Leveraged technology to foster collaboration and provide transparency for enterprise contact center operational performance.
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*Adoption of the WFM Best Practice Playbook
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* Proposed and deployed multiple standardized strategic initiatives including consolidated workforce management and Interactive Voice Response (IVR) platforms.
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* Developed national standardized Avaya skill-based routing system to enable enterprise-wide call sharing and advanced attribute routing.
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* Deployed BBN Avoke Call Browser Analytics tool for identifying improved IVR and Contact Center opportunities for reduced handle time, increased deflection rates and improved call flow opportunities.
  
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=== ROC Mission Statement ===
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===Cleartel Communications===
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[[file:ROC-Cause and effect diagram.jpg|thumb|200px|right|Cause and Effect Fishbone]]
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* Played a key role in four acquisitions with responsibility for consolidating and integrating both offshore and onshore Contact Centers that involved:
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The ROC's mission is not to simply re-allocate call traffic, but to drive efficiencies in all areas of resource management, through both strategic planning (forecasting) and improved tactical execution (real-time management). The ROC's core goal is tied to a structured [[Event Management]] system. Through this [[Event Management]] system, the ROC creates cases to document periods of time throughout a day in which a call center fails to operate within Service Level targets. The method of capturing these events is tied to a [[Real-Time_Cause_and_Effect_Fishbone|fixed cause-effect fishbone]], allowing for consistent conclusions to be reached by the ROC Analyst working an event.
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** Conducting due diligence on contractual obligations for service departments prior to acquisition.
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** Analyzing departments to determine areas for cost saving and process improvement.
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** Developing strategic steps to ensure smooth and successful integration.
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* Reduced live representative call volumes 40% by proposing, designing, and developing enhanced IVR flows and functionality for service and repair operations.
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* Spearheaded redesign of the Network Operations Center (NOC) to enhance customer communications and decrease repair turnaround time.
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* Improved performance management by defining key metrics and implementing a web-based dashboard to monitor customer service, repair, sales, network, and quality assurance programs.
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* Ensured continuity of operations by leading a company-wide initiative to develop a hurricane preparation and disaster recovery plan.
  
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This analysis is central to the ROC's core goals.  In providing daily case analysis, the ROC will capture patterns where failure in some area of resource management has led to a degradation in service level.  The cases provide support to determine where investments need to be made to improve methods used in strategic planning and real-time resource management in a call center.
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===Genuity / GTE-Internetworking===
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* Surpassed expectations and delivered $45 million in revenue for 2001 in by expertly managing inside sales.
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In summary, successful execution of the ROC's goals requires consistency across the call routing technology deployed, and in the software application utilized for workforce management (forecasting, scheduling and real-time management).  Without a common ACD and WFM platform, with standard definitions, the ROC would be severely limited in its capability to do comparative analysis.
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* Enhanced monitoring and evaluation of program objectives and personnel performance by creating a metrics system for measuring calls, quotes, and closing deals.
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* Expanded the wholesale offer to the Telecom Sales channel, developing all support systems and training.
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== ROC Deployment ==
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* Contributed significantly to roll out of the wholesale access product to the Verizon Service Provider channel.
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[[file:ROC-Drill.jpg|thumb|300px|border|Construction begins on ROC electrical work]]
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* Earned a President’s Club Award for achieving the highest ratio of sales to operating costs.
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I launched the ROC Project on June 22nd, 2009, with the goal to deploy the operation in 90 days.  Standard project management discipline was used for planning, organizing, and managing resources associated with the ROC project. This project is managed through Quickbase. The ROC Project was categorized into 5 groups, with 85 tasks.  After 90 days, 56 of the 95 tasks are 100% complete, with the remaining "in-progress" tasks in the areas of:
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# Completion of hiring of analysts
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# Building of SOPs for both Real-Time and Strategic operations, and  
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# Application & Software development.
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The ROC Project finished on target for deployment, and under budget, with the completion of most major launch tasks on or before September 22nd.  '''September 22nd marks the Soft Launch''' of the [[ROC_Control_Room|ROC Control Room]], with equipment installed, and hired resources deployed. The following phase focused on the application configuration and SOP establishment, which continues to be fine-tuned throughout Q4, 2009 - Q1, 2010. The next major milestone completed was a full '''Operational Launch'''; after sufficient application tuning and SOP development is developed to provide beneficial input into overall resource management, the ROC will '''Operationally Launch'''.  This milestone was reached October 22nd.  The final 60 days of 2009 will be utilized to expand SOPs, fine tune applications, and begin to establish recommendations for optimizing resources and routing.
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Revision as of 08:42, 13 April 2014

Full pdf version of Ted's Resume

SUMMARY OF QUALIFICATIONS

Contact Center Operations ~ Customer Care ~ Sales Management

Energetic, results-oriented Executive with a solid background of experience highlighted by significant accomplishments. Highly analytical, innovative, and organized with a history of developing effective strategies for overcoming challenges and improving operations through the application of sound business expertise and advanced technology. Outstanding communication, negotiation, and interpersonal skills that result in productive business relationships at all levels internally and externally. Effective leader that develops cohesive teams and fosters collaborative efforts across departments. Strong critical thinking and problem solving skills with proven success managing multiple high-level responsibilities in fast-paced environments.

Additional expertise in:

· Contact Center Optimization · Business Analysis and Models · Workforce Management
· Multiple Site Management · Performance Management · Budgets and Cost Control
· Mergers and Acquisitions · Continuous Process Improvement · Employee Development

Career Accomplishments

Comcast Cable

  • Designed, deployed and managed the Comcast’s Resource Optimization Centers (ROCs). Strategic initiative to optimize resources & reduce costs for customer care operations. Full responsibility for developing the ROC program, including design, implementation, and daily operations:
    • Constructed World-Class Command Centers with processes and tools to support 70 contact centers managing over 300 million calls annually.
    • Developed ROC strategic and tactical operations playbook and implemented as the national standard.
    • Leveraged technology to foster collaboration and provide transparency for enterprise contact center operational performance.
  • Proposed and deployed multiple standardized strategic initiatives including consolidated workforce management and Interactive Voice Response (IVR) platforms.
  • Developed national standardized Avaya skill-based routing system to enable enterprise-wide call sharing and advanced attribute routing.
  • Deployed BBN Avoke Call Browser Analytics tool for identifying improved IVR and Contact Center opportunities for reduced handle time, increased deflection rates and improved call flow opportunities.

Cleartel Communications

  • Played a key role in four acquisitions with responsibility for consolidating and integrating both offshore and onshore Contact Centers that involved:
    • Conducting due diligence on contractual obligations for service departments prior to acquisition.
    • Analyzing departments to determine areas for cost saving and process improvement.
    • Developing strategic steps to ensure smooth and successful integration.
  • Reduced live representative call volumes 40% by proposing, designing, and developing enhanced IVR flows and functionality for service and repair operations.
  • Spearheaded redesign of the Network Operations Center (NOC) to enhance customer communications and decrease repair turnaround time.
  • Improved performance management by defining key metrics and implementing a web-based dashboard to monitor customer service, repair, sales, network, and quality assurance programs.
  • Ensured continuity of operations by leading a company-wide initiative to develop a hurricane preparation and disaster recovery plan.

Genuity / GTE-Internetworking

  • Surpassed expectations and delivered $45 million in revenue for 2001 in by expertly managing inside sales.
  • Enhanced monitoring and evaluation of program objectives and personnel performance by creating a metrics system for measuring calls, quotes, and closing deals.
  • Expanded the wholesale offer to the Telecom Sales channel, developing all support systems and training.
  • Contributed significantly to roll out of the wholesale access product to the Verizon Service Provider channel.
  • Earned a President’s Club Award for achieving the highest ratio of sales to operating costs.
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