Chris Angel Isip

Isip, Chris Angel Mobile:-,- Home:- --- 1465 Balagtas st. La Paz, Makati City Philippines Email:-, Skype: chrisangelisip Educational Background Master's Degree Pamantasan ng Lungsod ng Maynila Public Administration June 2009 to 2012 Master's Degree De La Salle University, Philippines Economics 1999 to April 2002 College Degree De La Salle University, Philippines Economics and Marketing GPA: 3.669 Graduation Date: April 1997 Certifications NASD Securities Dealers (USA) (2001) Series 7 (2001) Series 63 (2001) Series 6 (2002) Six Sigma Green Belt (DMAIC) (2009) TIER and COACH (2005) Employment History Online-- Virtual Assistant/Freelancer MOD, Elance,FreeLancer, Guru.com, Virtual co worker. January2014- Present Performed tasks requested by client. Admin task, Scheduling, Data entry, Research, Blogging, Transaction Coordination, Booking, Virtual tours, Book keeping and many more. Manila City Council Researcher Office of Councilor Borromeo December 2010 – December 2013 Set up appointments and send information for the NGOs that I handled for investments to the city and do follow-ups on collections or receivables from NGOs and companies invested in the city. Facilitate strategic partners' resources to assist in the sales and collection process. Proven initiative and ability to work with minimal supervision. Responsibility for the collection and sales process from initial point of contact (lead generation), presentations, proposals, through contract negotiations and execution. Meet/exceed minimum quarterly and annual sales objectives Sutherland Global Services – Clark Program Manager September 2007 – December 2009 As a Program Manager, I am in-charge with the overall and day-to-day efficiency, profitability and loss, performance; including but not limited to major KPI’s: CSAT, IR, AHT, Service Levels and Quality, heavy client relations and processes of my account. I have a DSL account that includes Customer Service, Tech Support, Collections, Retention, Sales (up sell and conversion) and Escalations. I have an Assistant Program Manager, 8 Supervisors, 12 Level 2 agents, 4 QAs, QA Manager, QA, Sup, Reporting Analyst, Communications Analyst, Trainer, Training Sup, and Training Manager. TeleTech – Bacolod Delivery Center / Sprint with Nextel Operations Manager March 2007 – September 2007 As an Operations Manager for TeleTech, I am in-charge with the overall and day-to-day efficiencies and performance of my account, including but not limited to major KPI’s: CSAT, IR, AHT, Service Levels and Quality. Profitability and loss, heavy client relations and processes improvements of my account. I had 5 Senior Team Leads, 40 Team Leads, 10 Workforce Specialist, 20 Coaches and 20 QAs. 700 FTE’s. Worked closely with other departments; HR, Recruitment, Training and Quality. ePERFORMAX Contact Centers / Washington Mutual Operations Manager Customer Service/ Debt Management/ Credit Phones/ Call Quality Feb 2005 – Feb 2007 Responsibilities and Work Description: As an Operations Manager/Program Manager, I am in-charge with the overall and day-to-day efficiency and performance of my account. I have currently 4 Operations Supervisors. Under the supervisors are 16 Team Leads, 4 Workforce Specialist, 19 Coaches and 16 QAs. We currently have 520 FTE’s (agents). Lines of businesses include Customer Service, Outbound Collections, Sales and Billing. Responsible for KPIs and other metrics required by the client. Sykes Asia Team Lead in Training Brokerage Service/ Money Movement/ Managed Portfolio/ Mutual Funds Transactions CSR/ Senior Agent/ Coach/ QA Dec 2001 - Jan 2005 MegaWorld Properties Senior Property Consultant Sales and Marketing of class “A” properties and high-rise structures November 1997 – September 2001 BPO short description of task and responsibilities Meeting Site Goals As the head of Operations, there are different metrics that I am responsible for: Quality: As a site, our target for quality is to be at least 99% of the in-house site in Pleasanton, Arlington and a site in India, Bangalore. From March 2006 up to present, we were able to maintain the top spot in quality among all sites. We were able to participate and head Global Calibration sessions in which we share best practices for best results. We were able to implement different action programs and up-trainings in order to be ahead in quality. We were able to identify behaviors and action items that affect quality on a positive and negative way. Intensive coaching and training were done on a regular basis in order to keep agents motivated and focused in quality. We also realized an incentive program for quality, monetary and non monetary incentive. As a site we were able to adapt with constant client changes and development with ease. We were able to integrate training modules that we encounter on the floor in order to keep our training materials as updated and as relevant as possible. As a site, we were able to acquire additional business from the client which is Call Quality Monitoring which is at 30 FTE’s because of our quality performance. We did numerous studies and analysis to combat negative results in quality. An example would be Fishbone analysis, Quadrant analysis and different graphs and behaviors in order to quantify changes and actions that will pinpoint negativity and positive reactions. A quality form was created to verify all steps and procedures against the quality form used by the client. CSAT: On a consistent basis, our site topped the rankings among all sites when it comes to Customer Satisfaction Surveys. We continuously developed Agents and Management in the proper coaching and development when it comes to CSAT. We were able to dissect each part of the CSAT survey. With this, we were able to go to the very behavior and practice that affects the CSAT adversely and optimistically. We focused on Respecting the caller’s time, Business impact, Customer satisfaction, One call resolution, Hold and Transfer procedures, Courtesy and Overall Representative interaction. A CSAT checklist was implemented in order to make sure that all steps and procedures were followed in order to get the best results. CSAT training was done on a regular basis to meet the changes and requirements of the client. Average Handle Time: As a site, our goal in AHT is to be at least 99% of the in-house site in Pleasanton, Arlington and a site in India, Bangalore. We were able to accomplish this from June 2006 to present even with the intensive ramp up of the Philippine site. We managed AHT in a way that this does not compromise in anyway the site’s Quality and CSAT scores. In relation to AHT would be Hold time, After call and Not ready. These were the first areas in AHT that we checked in order to lower AHT. We implemented and rolled out policies on the floor to correct different behaviors. We made sure that notation of the account was done while on the call. We monitored agent’s hold times and after call/not ready. This was done real-time with Team Leads, Workforce and Coaches having Symposium up at all times. We made sure that the call was answered within 2 seconds of the actual call coming to the agent. An incentive program was also laid out for AHT and in order not to compromise Quality and CSAT; we used these as qualifiers for the incentive. We also identified bad habits and behaviors of agents and had these in check with written warnings and memos and the sharing of teams’ and agents’ best practices. Average Speed of Answer: We were given a goal of 15 seconds for our ASA. We made sure that we had the schedules of agents and management in order. With AHT managed correctly, this made ASA easier to manage. In order not to be complacent and cocky, we implemented a contest among all teams and agents to garner the lowest ASA on a weekly and monthly basis. We used both monetary and non monetary prizes. Service Levels: The site goal when it comes to Service level was at 85%. From the moment we started the account, there was no month that we did not meet this requirement. Our AHT, Schedule Compliance and Adherence and ASA helped in meeting this hard to manage quantity. This brought smiles on the faces of the client on a consistent basis because before having Philippines as a site, there was a span of 6 to 7 months of not meeting this metric. Intervals: We were given another metric to manage and these were Intervals. We were given 30 minute Intervals that requires our site to meet agent headcount on the phones taking calls every 30 minutes. Our requirement was 99% of all Intervals. This required real-time management of Workforce specialists and management as a whole. We were able to identify key drivers for this metric. We made sure that Absenteeism and Schedule Compliance and Adherence were always in target and on goal. We also implemented “Management on the phones” to help on days were absenteeism is high. We made a separate tracker to manage Intervals and an SOP was cascaded in order to make sure that every step is followed to the letter. We have 36 Intervals that comprises an 18 hour site day and we always met our target Intervals from June 2006 to present. Attendance/Absenteeism: Our site goal is to have an absenteeism percentage of 3.5% or better. We accomplished this by heartening agents on what they will get by just coming to work. As a team, we were able to implement Attendance bonuses for both Agents and Management. We were able to start an activity committee in charge of weekly gimmicks to entice agents to go to work. We assigned a team in-charge for the week. This brings involvement and a sense of belonging. With different metrics dependent on absenteeism, we established a task force to make sure those agents who called in sick or out was given an offer to come in at least half day. We made sure that the office is a place that people would like to work at. We made sleeping rooms available. We made sure that the production floor is a happy place to work at. We required team names and team boards. We had thought for the day and email announcements everyday. Compliance and Adherence with schedules: With the Importance of Compliance and Adherence and with a requirement of 98% or better, this metric was made easy with the implementation of an incentive program just for compliance and adherence. Sharing of best practices from agents that consistently meet this metric was also done. We consistently monitored agents’ status, schedules and state in order to filter violators and enforce proper coaching and disciplinary actions against these non compliant agents. Attrition: We were given a goal of 4% monthly attrition. In order to make sure that this was met, a performance bonus was implemented right from the start of the account. We made sure that good performers were recognized and given the honor they truly deserve. We established a grievance committee in order to serve as check and balance for management. We also introduced suggestion boxes to hear agent concerns on another medium. We consistently and seriously look at exit interviews to make certain that we counter any trend, outside or inside forces affecting attrition. Others: Billing: On a monthly basis, I accomplish the invoice for all four departments in billing the client. I make sure that the total hours is 100% accurate. I make sure of the integrity of the numbers and the amount that I send the client. I also made certain that anyone that sees the report will understand it and all questions will be answered by that report when it comes to billing, invoice and hours. The process that I was able to do was used by the client for all Washington Mutual sites when it comes to billing, invoice and hours. This gave me the opportunity to train people 10 years older than me and with experience twice as mine  Client Meetings: We initiated weekly performance assessment meetings with the client in order to keep them abreast and updated with the site performance. We made sure that the group that we have in our site is in constant communication with the group on the client side. A workforce meeting is done on a weekly basis too. Calibration meetings with Quality and CSAT were also established to ensure that the site is updated on all facets of the business. Daily performance meeting is also done to review the previous day’s numbers. Other meetings are also done to coordinate trainings, developments, implementation, changes, issues, outages and other concerns including but not limited to IT. We used this opportunity to know what was working and what was not. References Available Upon Request