kristi kent

Oversaw comprehensive operations for the small, privately held business, deftly coordinating negotiations, forecasting, and staff recruitment/hiring as well as training. Handled timely and accurate payroll processing for part-time personnel. Defined facility policies, procedures, and organizational structure as well as pricing. Formulated and tracked sales forecasts as well as operational budgets to drive achievement of profit and growth goals. Adhered to federal, state, and local regulations. ✓ Innovated marketing strategies and advertising campaigns, maximizing financial return. ✓ Increased transparency of key metrics such as sales, personnel sales performance, and marketing results through report development. ✓ Recouped 96% of bad debt through reconciliation of accounts payable, accounts receivable, and collection of delinquent member accounts. ✓ Surpassed sales objectives by >$64K+ in a single year, realizing a 92% sales conversion rate. ✓ Fueled cross-selling through by forging strategic business partnerships.

* Launched quality performance strategies, decreasing department error rate from 1 in every 449 documents to 1 in every 1017 processed. Drafted, tested, and implemented performance metrics within the first months of tenure. Supervised 18 Corporate Imaging associates. * ✓ Devised a quarterly associate survey, elevating associate satisfaction with leadership. * ✓ Documented productivity and quality, identifying trends through the design of metric reports. * ✓ Raised 20-minute Service Level Agreement (SLA) from 87% to 95% via process streamlining and the implementation of performance metrics. * ✓ Selected to serve on a leadership development program to help grow internal leadership candidates. * ✓ Initiated and executed a cross-training program within the department, extending to business partners to increase job and industry knowledge. * ✓ Coached and consulted with staff on performance plans, career-pathing, and monthly one on one meetings.

 Directed 1 team leader and more than 20 associates.  Generated more than $8M by assessing company needs and developing strategies for Home Equity Line of Credit (HELOC).  Developed and implemented an associate training program once the HELOC program was implemented  Created Leadership mentoring program designed to develop internal bench strength.  Saved 1.3M by reducing fee waivers on member accounts through controls and governances and additional training programs for the department.  Improved customer satisfaction results by 7% by redesigning quality performance measures.  Achieved 98% satisfaction rating for team for over one year and increased the team’s sales conversion rate through monthly one on one meetings with associates and supervisors.  Initiated supervisory development plan incorporating career-pathing and performance enhancement that resulted in 7 of 12 supervisors being promoted.

* Implemented a cross-training program to ensure proper coverage for shortages which resulted in 90% of calls answered within 30 seconds or less (an increase of 12%). * Managed 3 departments, 2 supervisors, and more than 40 associates. * Liaised with C-level executives for large agencies producing more than $1 million in revenue. * Created long term development plan for the Billing and Enrollment department which resulted in 6 promotions and 3 transfers. * Developed a correspondence database to eliminate letters issued manually, increasing productivity by 20%. * Participated in the executive leadership mentoring program designed to increase leadership bench-strength within the organization.

* Achieved $280K+ in cost savings by reducing waste and sharpening resource utilization after initiating a cross-training program for all online teams. Savings stemmed from the reduction of 5 full-time employee (FTEs) roles. Engineered $200K+ in overhead reduction through process streamlining for all onshore online products. Supervised 15 Onshore Analysts, 3 Delivery Leads, and 40 Offshore Analysts. * ✓ Introduced a peer-to-peer associate recognition program known as (Kudos Kards) across Watch Operations. * ✓ Cut overtime by >74%, shaving $117K off the OT budget, through the creation of flex schedules during production periods. * ✓ Established Standard Operating Procedures for Netview and Video Census products. * ✓ Delegated specific tasks to the offshore team, cutting 4 onshore analyst roles by phasing out non-productive processes. Cost savings: $168K. * ✓ Standardized knowledge transfer through the development and rollout of a training plan and related assessments for all products. * ✓ Individualized developmental career plans for each associate, resulting in the promotion of 12 analysts.

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Activities and Societies: Sigma Kappa Sorority