Danielle Rench

About Danielle Rench

The key role of any customer service team is to retain and grow business. Priority ONE, make it easier for customers to do business with you. The right leadership, focused on the customer experience, collaboration, process and quality improvements in both work product and technology, will improve top and bottom line results. My initial goal with an organization is to get to know the people. Are they happy? Well trained? Is there a career roadmap that motivates team members to excel in their current position? Is recognition fair and achievable? Collaboration vs. dictation around team goals? Transparant communication? How is current management viewed? Simultaneously, do we understand how customers view us? Is leadership really talking to, and listening to customers? Is that feedback being shared with the rest of the organization in order to collaborate improvements? How does the development of the team align with the vision and mission of the organization? This is just the beginning, but this is what I LOVE to do! I believe work should be a happy place, not always easy, but happy and engaging. In my past engagements, our teams have raised NPS scores significantly, and reached Customer Effort Scores (CES) as high as 96%. Collaboration and analysis yielded improvements to revenue and retention. I am looking for my next adventure as a leader with an organization ready to take the next step in team culture and customer experience. r••••••••@yahoo.com

Experience

1. Vice President Client Services

   Pentius

   Dec 2017 — Present · Dallas-Fort Worth, TX, US

   Customer retention is the hot spot for client services in this industry. Sounds simple, but it takes several spokes of simultaneous actions that are data driven, so that LONG TERM retention is truly achieved. In this role we partner with BPO providers to fulfill our service needs. We implemented a champion challenge program across vendor partners to create the drive to exceed KPI expectations. In 2018 we launched 5 new partners in order to have the model drive the rewards. Only top monthly providers received backfill and growth training classes during times of steady sales.We overhauled the training program from a 1 day crash coarse, to a full week of training including role playing, quality standards, expanded product knowledge and a focus on quality customer experience through out each step of the engagement.Revamped our Quality Scorecard to a gradient scale vs a y/n format, allowing team members to really hone in on areas where performance needed tweaking and to receive the recognition achieved in areas of excellence. Implemented a bonus program that included tiers of performance across retention, NPS, Quality and overall revenue per call, ensuring none of the KPIs could be overlooked to excel in just one area. Initially, the largest jump in performance came with our NPS results, improving NPS by nearly 400% in 12 months. Quality handling, focusing on tailoring the discussion to matters focused on customer feedback drove post save bill rates to rise by more than 20%. Retention achieved at 30 - 32%, but the end goal is 35%+.Fast forward 5 years later, we were achieving consistent 40% retention and NPS scores in the 70s in addition to reduced turnover with our CAMP training plan and tiered pay rates based on tenure.

Education

• Texas A&M University

  B.B.A.