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HANS HUBER

Scottsdale, AZ 85259 hm_huber@yahoo.com (480) 656-0347

EXECUTIVE MANAGEMENT
Call Center Management Customer Service Sales Operations Strategic Planning

Results-driven, multi-faceted Management Executive, with extensive experience in multi-million dollar global call center and customer support operations. Demonstrated expertise delivering unparalleled customer service, call center sales, project management, improving processes, analyzing complex issues, and developing solutions to manage and motivate teams to achieve corporate objectives. In-depth knowledge of customer support and call center sales methodologies that attain quotas and performance goals. Proven ability to consistently implement cost-effective solutions that achieve key business objectives. Recognized for the ability to effectively collaborate with business leaders and operational teams to plan, document and execute large projects on time and within budget. A people developer and motivator that provides vision, direction, support and coaching.

KEY STRENGTHS
Budget/Expense Control Call Center Management Customer Care Direction Forecasting & Planning Network Center Operations Policy & Procedure Development Problem Analysis & Resolution Process Improvement Project Management Resource Management Staff Development Strategic Planning Team Leadership Technology Integration Vendor Management

PROFESSIONAL EXPERIENCE
CUSTOMER SERVICE / CALL CENTER CONSULTING, SCOTTSDALE, AZ 10/2009 current Self-employed/Owner (2009 - current) Provided extensive consulting expertise to a Los Angeles based manufacturing company and various smaller clients. Services offered focused on: Customer service management, change management, process improvement of workflow and operations, HR policies, cost reduction analysis and other support functions. Key Achievements: Completed analysis on manufacturing cost reduction. By working with management and analyzing available data, identifying and recommending the right combination of eliminating functions, outsourcing them and moving part of the manufacturing process offshore, an comprehensive strategy was developed that outlined a labor cost reduction of over 20%, while maintaining quality. Restructured and streamlined workflow that resulted in process improvements and cost savings of 5%.
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Established customer support, HR and time keeping policies and procedures and a new benefit structure. BANK OF AMERICA / BALBOA INSURANCE GROUP, TEMPE, AZ 10/2005 3/2009 st 1 Vice President Customer Care Operations (2006 - 2009) Responsible for all Customer Care operations across a global, 700+ employee service organization consisting of domestic and offshore service call centers. Directly accountable for budget and expense management, SLA adherence, policies and procedures, resource management, customer care technology, and real-time command center functions. Key Achievements: Significantly expanded multi-skill environment capabilities resulting in increased staff utilization, improved customer satisfaction and a reduction in resource demand by 5% ($1.5 million savings). Established goals, metrics, and policies to help increase staff productivity, resulting in a 2% reduction of absenteeism and the recovery of 20,000+ production hours (annualized). Designed a cost savings plan that addressed major expense categories (management travel, hardware standards and demand, bulk ordering, etc.) which triggered additional savings of over $250,000. Increased redundancy capabilities across the entire network by taking all applications/call types to a virtual (multi-site) networked environment, which enabled true contingency operation for all clients and ensured a consistent customer experience. Vice President Workforce Management (2005 - 2006) Responsible for all workforce management, call routing and real-time management functions of the multisite network. Managed and oversaw a team of 15 professionals across 2 sites that supported the division in resource management, budget planning, performance reporting and analysis and provided consulting services for other business units within the company. Key Achievements: Established policies & procedures for call center operations, forecasting & planning, scheduling and real-time management that resulted in a scalable single point-of-contact command center operations platform and virtual call center model that is being leveraged by other Countrywide units. The streamlining resulted in 3% savings on the overall staff shrinkage. Established call routing contingency and intelligent call balancing to better utilize resources across the network. The new call routing design delivered 10 % resource savings in 2006. Implemented mission critical response solutions to guarantee lender performance on VIP lines with severe financial penalties. Developed and implemented a real-time monitoring application/platform to allow for immediate response when needed. DIRECTV, El Segundo, CA 7/2000 5/2005 Director Customer Care (2001-2005) Oversaw all operational resource management functions of the multi-vendor global contact center network, encompassing 10+ call centers with approximately 10,000 customer service representatives. Supervised daily activities and provided direction for over 80 company and vendor employees within enterprise forecasting and planning, staffing and scheduling, real-time management, business analysis, reporting, budget planning, and performance monitoring, as well as analysis of the CISCO ICM and IVR networked call routing platform. Provided comprehensive training in call center operations and customer service methodologies for direct reports and senior/executive management. Key Achievements: Directed an external consulting team in spearheading the vision, design and implementation of the Enterprise Management Contact Center (EMCC), a single workforce management platform focused on resource optimization, resulting in annual savings of $18 million.
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Managed multiple vendor/partner relationships, while optimizing the use of company call center
resources to meet corporate performance targets. Hired 25 staff members within four months and led the team that established processes, policies and procedures for the enterprise resource management division. Senior Manager Customer Service (2000-2001) Directed enterprise-wide rollout and implementation of the CISCO ICM application to optimize call routing and volume balancing efficiency over a network of 10+ call centers. Conceptualized and established business policies, procedures, and contingency plans. Developed enterprise call routing and prioritization strategy and analyzed network performance reporting. Key Achievements: Increased network call handling capacity by designing and implementing scalable and intelligent call routing solution that resulted in annual savings of $3 million. Established and documented effective processes and procedures for the Network Command Center that oversees the real-time operations of the companys call routing network. LUFTHANSA AIRLINES, Los Angeles, CA 1/1993 6/2000 Manager Call Center Operations (1998-2000) Oversaw all functions of the operations department, with responsibility for workforce management, ACD administration, call routing and budget control. Designed call flow strategy, on-hold customer messaging and call prioritization. Key Achievements: Automated resource/agent staffing by using workforce management software. Created work schedules and increased resource optimization, resulting in 5% operational savings. As Y2K Project Manager, successfully led and oversaw all national Y2K efforts. Project Manager Global Call Center Network (1998) Held responsibility for multiple, simultaneous functions for 7 global call centers, including workforce planning and ACD administration. Formulated and standardized performance metrics and office procedures and designed operational performance reports for executive management. Assumed role of Manager Call Center Operations when global Project Manager role was moved to Frankfurt, Germany. Key Achievement: Spearheaded strategic roll out of enterprise-wide global resource management platform and the consolidation of call traffic into 7 strategically placed global call centers (Aspect eWorkforce/TCS).

EDUCATION AND PROFESSIONAL DEVELOPMENT


BA in Tax Accounting and Consulting, Ludwig Erhard Schule, Karlsruhe, Germany Aspect ACD Administration and Custom View Reporting Aspect eWorkforce Forecasting. Planning and Scheduling CISCO/Geotel ICM Call Routing IEX Workforce Management Forecasting and Planning Lucent CMS Call Center/Definity Administration Nortel Symposium Administration Microsoft Office Applications References available upon request

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