Sean R. Dubose

A SaaS based organization responsible for consulting and providing Omni-channel solutions for Fortune 1000 contact center organizations. Committed to transforming operations through automation, self-service, and seamless linkage of business technology operations.
Director of Customer Success

• Responsible for cross-selling digital technology to build adoption, drive optimization, and seamlessly connect contact center operations across multiple sites.
• Presented digital growth and retention strategy quarterly to CEO for over 3.6 Million in annual recurring revenue accounts.
• Deflected 27% of voice traffic for major financial services institution by implemented web self-service portal solution for multi-national transaction processing department.
• Consistently negotiated and signed multi-year seven figure deals with clients to catalyze and sustain their transformation to automation and digital platform. Achieved 94% retention rate on client portfolio just shy of 4MM recurring revenue in the financial services and telecommunications vertical.
• Deflected 35% of call volume by selling chat, mail, and web self-service to existing client after two consultative visits, which was comparable to $3.4 million, annualized FTE savings.
• $17 million productivity lift created by upgrading large telecom to current operational analytics platform resulting in expedited load balancing and 4% increase in service level without increasing headcount.

A 10,000-employee firm providing advanced installation and service of business security solutions while establishing centralized dispatching and back office operations.
Director of Call Center Operations
Directed a two million contact, domestic / international operation while managing three associate directors, seven senior managers, and 1,200 indirect reports committed to protecting government and commercial retail accounts.

• $12 million revenue stream generated by improving lead optimization for field sales facilitating expansion and growth into national accounts for cross-selling and incremental sales opportunities.
• $800,000 annual labor savings plan executed by restructuring the leadership hierarchy, rightsizing overhead, repurposing front-line managers, and optimizing leadership resource allocation.
• $683,000 under fiscal budget hit by designing a fiscal reconciliation strategy aligned with a workforce management tool and vetted through “What if” analysis.
• Drove an effort to bring a 72% centralized inspection result to 100% by collaborating across boundaries.
• Decreased parts pending as a percentage of the overall backlog of opened tickets from 21% to 9%, by implementing inventory reconciliation steps in back office, and incorporating Regional Directors and VP of field operations into action plan.

• $7.6 million in labor expenses reduced by installing outsourced supply chain pods predicatively aligned to technician routes that proactively sourced non-standard parts prior to assigning technician jobs resulting in 6% improvement in first time fix.
• $845,000 in recurring labor savings seen by restructuring the contact center operations hierarchy to provide higher levels of leadership and remove ineffective management layers.
• 99% inspection audit target met for three consecutive quarters by developing performance tracker on the shared drive and restructuring dispatch resources to align with field branch managers.
• 23% decrease in mean time to repair parts pending tickets within 90-day period by re-engineering inventory centralization in Kansas City back office location.
• 69% to 86% improvement in same day resolution reached by running daily procedural audits aligned to a dispatch routine task list, effectively measuring first and final technician tickets.

A provider of end-to-end outsourcing services for telecommunications vertical consisting of contact center and back-office solutions.
Client Operations Head | Senior Director of Call Center Operations
Led 400 seat U.S. operational unit staff and spearheaded workforce management demand planning and revenue forecasting for three sites employing more than 1,900 representatives on three continents.

• Exceeded associate engagement by 12% – 15% annually, as measured by outsourced provider in long established MSA.
• Oversaw successful construction, selection, and build out of 15,000 square foot call center facility to support the Infosys BPO domestic flagship center. $6.4 million in savings realized by exceeding retention target 17% annually leading to 28% EBITDA by incorporating key metrics into strategic planning processes.
• Exceeded client targets on numerous KPIs including CSAT 7.5%, average handling time 9.4%, and schedule adherence 3.3% by implementing operating rhythm and CPI practices.
• 300%+ increase in BPO scope achieved in less than nine months by implementing best practices through continuous process improvement structure and effectively managing recruitment, training, and development of staff.
• Year two 14% increase in EBITDA by streamlining operations, improving efficiency, and performing optimally against the main operational criteria in an incentive-based contract.

A manufacturer, installer, and servicer of elevators, escalators, and moving walks.
Senior Director of Call Center Operations
Oversaw call center, back-office, and field operations strategy across three call / dispatch centers and two satellite branches with more than 525 staff. Supported $125 million in new and existing installation retail contracts while managing accounts receivables, payables, field service logistics, and field engineering teams.

• $4.1 million labor cost reduction accomplished by increasing mean time between service calls 21% leading to service ticket consolidation into a preventative maintenance process using data mining principles.
• $425,000 saved on a call center consolidation project by implementing a cloud based workforce management demand planning solution to objectively quantify the carrying cost required to meet service delivery objectives.
• 99.8% call center accessibility ensured by instituting a three-stage disaster recovery risk and controls strategy.
• Developed the DR Business Continuity three pronged strategy for the National Contact Center.
• 9.4% customer satisfaction score bump achieved by scaling the GPS solution across the call center and dispatch agents leading to tighter arrival and departure times by technicians.

Leading integrated retailer providing merchandise and related services.
Director of Call Center Operations
Drove strategic direction for eight enterprise call centers with up to 1,100 staff and a $50 million annual budget for the $3.1 billion retail home delivery division. Supported retail / supply chain logistics and home delivery execution and warranty selling for domestic and off-shore overflow center/vendor.

• $25 million reduction in distribution center operating expenses realized while raising client satisfaction by implementing an interactive voice response system (IVR) and increasing outbound dialing platform usage.
• Program Managed construction of 20,000 square foot start-up contact center deployment to support national predictive dialer campaign/
• $10.8 million revenue expansion and a significant increase in warranty extensions achieved by aligning strategic objectives with marketing to boost agent productivity and cross-sell success in an inbound / outbound environment.
• 17% productivity rise attained across the call center enterprise by introducing a critical KPI balanced scorecard and stack-ranking all business function resources according to performance yielding $5.9 million in labor savings.
• 14% customer satisfaction improvement noted by raising dispatch accuracy 23% with the implementation of a solution specialist position across all eight contact centers.

A global provider of strategy, consulting, digital, technology, and operations services.
Transition & Transformation Manager (Call Center)
Developed the construction of start-up contact centers to support payroll, benefits administration, and records management inquiries. Liaised between operational leads and solution architects to support the shared services model.

• $350,000 in annual revenue secured by creating an IVR feedback platform to gain insights into customer needs.
• 90% customer satisfaction rating recorded after successfully enrolling 125,000 employees across four client health plans.
• 9% jump in first call closure realized by integrating deep dive analysis followed by training on the knowledge management platform.
• 6% margin uplift reached by deploying a weighted FTE allocation strategy across shared operating environments.