Chris Mitchell Customer Experience Leader_Business Analyst 10.29
CHRIS MITCHELL Algonquin,IL 60102
LinkedIn Profile: https://www.linkedin.com/in/chrismitchellus 847.732.7564 ♦ email@example.com
CUSTOMER EXPERIENCE LEADER
Dedicated and resourceful Customer Experience and Operations Leader with a diverse background recognized as an
improvement champion with success in capturing superior levels of organizational performance using quantitative business
analysis and by aligning business processes and policies,infrastructure designs,and systems to business strategies within
diverse customer care platforms.
Core Competencies Include:
• Quantitative Data & Business Analysis • Team Leadership / Training • Root Cause Analysis
• Project Management • Key Metric Determination & Management • Basic Accounting/QuickBooks
• Contact CenterOperations • Relationship Management • Continuous Improvement
• Net Promoter System • Microsoft Office plus Advanced Excel • SaaS
CAREER HIS TO RY
Sabbatical to complete Bachelor of Science Degree after Intuit layoff
STUDENT at Regis University (2014 – 2015)
Completed Bachelor of Science Business Administration Degree with Magna Cum Laude honors
Intuit (Pay Cycle) (Company closed site in 2014) – SaaS technology, Arlington Heights, IL 2007 – 2014
SENIOR BUSINESS ANALYST 2014
Online platform subject matter expert supporting QuickBooks Online and Intuit Online payroll products.
Reduced customer effort and QuickBooks Online banking transaction contact volume by 30% through root cause
analysis and improvements to error messaging, self-help at point of need, and customer self-service.
Developed the Executive Customer Care business review dashboard and brought data based rigor into business
insights,providing senior leadership with an understanding of current status,trends,and action items to improve
Optimized customer care resources,product function and customer experience by structuring and analyzing data
Solved customer issues with the migration to the new QuickBooks Online proactively through collaborative
analysis with the customer insights team.
Identified and implemented improvements by consulting with key stakeholders, tracking and measuring
experiments, and evaluating effectiveness of improvement initiatives.
Aligned and improved Voice of the Customer (VOC) collection methodology across the Small Business Group
through a cross-functionaltask force using benchmarking and industry best practices.
Improved and aligned outsourced vendorperformance and practices through comparative analysis and consulting
SENIOR CUSTOMER CARE AND ACCOUNTANT RELATIONSHIP MANAGER 2010-2014
In high volume multi-channel contact center, managed leaders and extended organization across multiple locations and
varied support methods including remote employees supporting SaaS products QuickBooks and Online Payroll.
Responsible for fostering relationships with key accountant customer base.
Reduced turnaround time for customers from 48 hours to 2-4 hours by analyzing the root cause of delays and
reassigning back-office processes to the frontline employees.
Established a “Run the Business” Ops mechanism resulting in improved understanding ofcustomer experience
and real-time delivery of information to frontline agents,and customers.
Proposed,designed,and implemented ticketing/case documentation improvements including workflow support,
resulting in enhanced contact categorization, workflow efficiency and accuracy, and improved customer support
Analyzed VOC data using closed loop techniques and provided reporting and insights to executives, management,
and product teams supporting betterbusiness decisions.
Drove delivery of improved and consistent support foraccountants across Intuit through the evaluation of
accountant service delivery across Intuit products and as a consultant for the payroll teams transforming
Directed the improvement of the customer experience through a systemtransitions resulting in drastic reduction of
customer pain and contacts compared with prior transitions.
Represented customer care in the accountant product lifecycle including participation in product roadmap and
steering committee strategy.
Engaged in deep dive analysis of contact drivers resulting in improved employee training, customer
communication, and product function.
Managed critical escalation function for accountants across Small Business Group products.
CUSTOMER CARE AND ACCOUNTANT RELATIONSHIP MANAGER 2007–2010
In high volume multi-channel contact center, managed team across multiple locations supporting Intuit/PayCycle SaaS
Improved Transactional Net Promotor from 36 to 72 over 16 months with 22 pt. increase in first two months and
reduced detractors calling out support by 55% with trained dedicated support, closed loop systemfor VOC and
Net Promoter, and cross functional collaboration identifying and removing obstacles to satisfaction.
Transformed end-to-end experience of the customer with focus on support,remediation, product roadmap,
customer profile, and process improvement across all functions.
Developed a business case for and designed the new support strategy around customer experience improvement
Established and maintained key relationships with top accountants.
Instituted rigorous VOC analysis and reporting up and out for Intuit online payroll and Bank of America partners
improving visibility and transparency of support results.
Ouray Sportswear – custom screen print and embroidered apparel, Denver, CO 2000-2007
QUALITY ANALYST 2006-2007
Effectively transitioned the quality focus to support the development of Ouray’s leading edge program to embed quality
concepts,tools and techniques,fostering the establishment of a quality oriented culture. Identified and defined customer
quality expectations, guiding planning and assessments,and driving continuous improvement initiatives based on trends
and root cause analysis. Accelerated staff development through training, mentoring and coaching.
Captured significant gains in customer satisfaction by orchestrating a project in 30 days to strengthen
staff/customer communication throughout orderlifecycle.
Managed a cross-functionalteam that improved timeliness and accuracy of ERP systemupdates,product quality,
and time to market in 30 days.
Tackled the company’s top priority opportunity to reduce production expenditures. Pinpointed/resolved root cause
issues and reduced production expenditures, decreasing expenses from 3.9% to 1.9% in three months and
capturing $154K in additional revenues.
Brought quality management rigor to Ouray by participating on a three-member team that established customer
and staff satisfaction,process maturity, sales/margin, credit/return, defect and order/reorder lead time baselines
and quarterly improvement milestones.
Enabled operational agility and precise workflow planning capabilities by designing and disseminating daily
operational reports that tracked work quality levels to managers.
CUSTOMER SERVICE MANAGER 2004-2006
Promoted to direct all aspects of Ouray’s customer service organization, selecting and developing a 13-member team
challenged with customer care, licensing, credit/return processing,order and art administration and sales rep relationships
Transformed overall operational performance/productivity by participating on a team to design and implement a
Microsoft Dynamics AX ERP system,cutting labor expenses by 15%, reducing time to market from three weeks
Tightened customer complaint, product return, and account credit management activities. Shortened the duration
of end-to-end processes fromtwo weeks to two days.
Drove customer/sales satisfaction and employee proficiency levels by proposing recommendations, garnering
executive approval and orchestrating a centralization project to combine collegiate and resort retail customer
Analyzed ERP project requirements and functional designs,tested units,developed and documented processes,
designed training curriculum and change management plan and rolled out a multiplicity of business suites while
simultaneously managing customer service initiatives and staff.
Improved customer and sales rep communications by preparing forecast and exceptions reports.
Managed cross-functionalprojects and wrote processes to improve the quality of order entry and to smooth order
COLLEGIATE DIVISION MANAGER 2002-2004
Hired to design and implement customer service programs and operational infrastructure to meet company’s collegiate
division goals. Established infrastructure and managed team of 4 customer support staff and 20 sales reps. Directed
problem resolution, license management, Quality Assurance,art administration, and order life cycle management. Ensured
impeccable accuracy of licensor administration, advances,and royalty forms.
Fueled company’s accelerated growth and enabled generation of $25M, a 539% increase, in additional revenues
over 4 years, expanding collegiate market from 4.1% to 28% of Ouray’s total annual sales.
Expanded licensing portfolio from 2 to 215 by developing strategy and finding, cultivating, and sustaining
strategic partnerships with network of licensors and buyers within tight-knit industry.
Designed policies and procedures that streamlined workflows and ensured brand integrity. Formulated license
administration, customer service, and operational processes.
PRIO R CAREER HIS TO RY
Accounting Audit Supervisor, EchoStar Communications, Littleton, CO 2000-2002
Established 14 operational audit programs to tighten department procedures
Decreased order entry error rates from 16% to 1%.
Sharpened customer satisfaction trend/prioritization analysis by deploying proceduraland systemic
enhancements that included streamlining customer satisfaction codes from 47 to 16.
Shrank cost of quality expenditures by 53% for 7-million customers by orchestrating initiative with call center
directors to lessen customer account adjustments resulting from errors.
FirstBank, N.A., Lakewood,, CO 1992-2000
Mortgage Servicing Supervisor 1998-2000
Mortgage Underwriting/Process Supervisor 1996-1998
Mortgage Quality Control Supervisor 1992-1996
Enabled 26-point increase of servicing department’s internal audit score by designing internal quality and
compliance controls, including RESPA’s new accounting/escrow analysis requirements
Elevated organizational performance, boosting productivity and slashing expenditures up to 50%: devised process
improvements, contributed to successful mortgage servicing software upgrade, and restructured department that
reduced total staff from 11 to 7 personnel
Executed bulk sale of 2,300 internally serviced mortgage loans to an external servicing company
Acted as liaison between IT and mortgage servicing department to determine requirements, test,and implement
new mortgage servicing software in place of Oracle.
Piloted the FNMA Desktop Underwriting program
Created Quality Assurance Manualdocumenting processes used compliance and quality assurance.
EDUC ATIO N AND PRO FES S IO NAL DEVELO PMEN T
Bachelor of Science Degree - Business Administration, Regis Univ., Denver, CO
Coursework - Mathematics and Statistics, Northern Illinois University, DeKalb, IL
Certification: Fundamentals of Payroll; Team Women Unlimited, Inc.
Training: Introduction to Quality Management Program (American Society for Quality); Measuring Process and
Organizational Performance; Facilitation Skills for Continued Quality Improvement; Introduction to Change
Management; Making Quality a Key Managerof the Customer Experience; The 12 Voices of the Customer: Uncovering,
Translating and Delivering What Customers Want; Measuring Satisfaction With and Without Surveys
Seminars: Customer 1st Campaign: From Frontline Ideas to Improved Service; The Significant Seven Key Processes That
Each Service Organization Should Master; Tying it All Together: VOC Segmentation and Innovation Strategy;
Establishing Relationships to Provide Quality Service
AFFILIA TIO NS
American Society for Quality - Service Quality Division; American Management Association