Manager Training

Stacey McGovern
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234

MANAGER
TRAINING DESIGN & STRATEGY • PROCESSES & POLICY • PROJECT MANAGEMENT
• MARKETING • BUSINESS DEVELOPMENT • CHANGE MANAGEMENT

Perceptive, creative, and disciplined business leader, expert in tackling the complex challenges of driving continuous improvement. Outstanding track record in identifying and analyzing uncertainties, risks, and opportunities that generate future growth, and tailoring business solutions through traditional and innovative avenues. A change agent, resourceful and inventive; acknowledged for elevating revenues, boosting team performances, and creating an environment of achievement for management and staff.

Professional strengths include:
• Business Process Optimization
• Productivity & Incentive Planning
• Marketing Directions
• Business Needs Analysis
• Win-Back Campaigns
• Team Leadership & Mentoring
• Project Coordination
• Customer Relationship Management
• Revenue Generation
• Performance Evaluations
• Budget Management
• Policy Creation
• Operational Management
• Call Center Operations
• Competency-Based Program Development
• Training & Facilitation

Technology: MS Office, Internet, Outlook, Intranet, Mica, Flexcab, Emptor, OASIS, Traktor, START, Mobile Help Desk

BENCHMARKS & MILESTONES
· Reshaped and refined vendor-supplied online training materials to integrate with internal business operations. Within first weeks of rollout, sales area’s data entry accuracy rates catapulted to 80%.
· Conceived and delivered nationwide competency-based High Flyers Program, receiving the “Service Excellence Award” in November 2000.
· Developed and executed Sales Managers’ Operations Guide that became a national standard and conquered long-term issues associated with bringing newly appointed managers “up to speed” with business unit information, procedures, processes, and contacts.
· Recipient, Recognition Award, for contribution to the Six Sigma Sales Opportunity Management Project.
· Devised successful incentive program—The Money Pit; a national initiative launched across 3 call centers to boost sales performances.

CAREER SNAPSHOT

TELSTRA
1998–Present
Training & Design Analyst, OASIS Business Operation Team
2002-2004
Business Analyst, Sales & Business Optimization Team: In Touch Business Sales
2001-2002
Business Analyst, Team Central: In Touch Business Sales
2000-2001
Call Center Training Project Team Member, Call Center Optimization Project
2000
Acting Sales Manager, In Touch
1999
Implementer, Telstra Retail Services
1998-1999
Business Sales Consultant, Telstra Business Solutions Group
1998

WITCHERY
1997
Victorian Area Sales Manager

TABLE EIGHT
1996–1997
Regional Manager

SUZANNE GRAE
1995–1996
Area Manager

FLORSHEIM SHOES
1993–1995
Retail Store Manager

HORSELAND
1989–1993
Retail Store Manager

EXPERIENCE NARRATIVE

TELSTRA
1998–Present
Training & Design Analyst, OASIS Business Operation Team
2002-2004
Enduring successes in training and development, prompted new appointment specializing in the company’s computerized CRM system, OASIS. As new versions with increased capabilities were released, refresher, induction, and update training was critical to boost and sustain end-user skill levels.
Maintaining hands-on knowledge across all segments of Telstra business and government divisions and ensuring that the CRM system kept pace with changing business processes, were two of the most significant challenges faced. Analyzing training for 1400-users and combating limited resources has been testing.
Daily accountabilities span designing, developing, and delivering training programs to all levels in the business hierarchy from senior managers to administrative staff, while simultaneously producing the short-, medium-, and long-term strategies calculated to refine staff proficiencies. Manage mini-projects, negotiate with vendors and suppliers, and critically evaluate the success of training solutions through the analysis of on-the-job application post-implementation.
· Confronted identified knowledge gaps by conducting ad hoc training sessions, providing one-on-one help desk assistance and creating quick reference cards, online help tips and “hot tip” communications.
· Instrumental in a major release of the CRM system aiming to virtually double end-users and transition to one platform. Significant project calls for process alignment, changes to business rules and training, change management, and synchronizing individual, people and technology demands.
· Eliminated time-intensive and unproductive weekly reporting, for twenty members of the Industry-Mobiles team by conducting two training sessions, focusing on using the CRM system more effectively. Approach was later used for other teams with similar success.
· Appointed to devise a fresh training approach and strategy for a new marketing telesales campaign team.
· Influenced change; built a convincing case for altering the technical training approach to end-users implemented in previous releases. A role-based training approach proved successful with SME segment identified as the only area to succeed in previous rollouts.
· Recipient, Recognition Award, for contribution to the Six Sigma Sales Opportunity Management Project
· Recognized for superior performance during the Siebel 7 Upgrade Project by OASIS Business Operations. Instrumental in the feasibility, design, implementation and deployment of the upgrade. Reviewed training documents, online library, templates and content. Produced sign-off strategy, devised training collateral and computer-based training content.

Business Analyst, Sales & Business Optimization Team: In Touch Business Sales
2001-2002
Joined this [then] newly formed team analyzing, forecasting, and executing business process improvements that redefined the revenue-generating power of the In Touch small business sales unit.
· Recipient, Appreciation Award March 2002 acknowledging “Successful roll-out of the OASIS Transitional Training to In Touch Teams Nationally.”
· Quantum Leap Nominee, 2001 and 2002. Nominated for the development and deployment of OASIS R3 upgrade training for Telstra Business Sales Medium-Business segment nationally.
Projects & Special Contributions:
· OASIS (Opportunities, Accounts & Sales Information System). Partnered with 4-member team driving comprehensive analysis of business culture. Devised critical strategy to transform and standardize business operations utilizing the OASIS system—a cutting edge customer relationship management tool.
· Formulated transitional training for the existing users, and presented Train the Trainer sessions.
· Reshaped and refined vendor-supplied online training materials to integrate with internal business operations. Delivered project to deadline critical timeframe and within first weeks of rollout, sales area’s data entry accuracy rates catapulted to 100%.
· Win-back Improvement project: Analyzed current and future value of expanding small-to- medium business services with advanced voice signature technology used in call centers. Measured potential for ROI, and researched legal, financial and process implications of technology integration. Research findings showed potential revenue increases of 50%+ post implementation.
· Partnership Relationship Management project. Collaborated internally with division managing direct sales channels on-selling Telstra products and peripherals. Co-developed successful process to transition sales leads to dealers via OASIS. Complex negotiations conceived processes and local trials.
· Data Quality Incentive Plan. Devised plan to offer monthly awards acknowledging operators’ high data-entry accuracy. Established regular tips and reminders analyzed results of initiative and awarded prizes. Budgetary constraints posed a challenge in sourcing gifts that inspired staff to achieve—yet the plan yielded outstanding results with a distinct shift in data quality.

Call Center Training Project Team Member, Call Center Optimization Project
2000
An operational team within the In Touch small business sales unit. Selected from numerous similarly qualified candidates to join the [then] new team devising process and improvement initiatives. Conducted in-depth analysis on business models designed to improve productivity and operational efficiencies. Reviewed current processes, addressed induction and skills-enhancement training regimes, built networks, and interfaced interdepartmentally to brainstorm methods for improved performances. Poised to conduct call center benchmarking to help identify areas of improvement.
· Devised successful incentive program—The Money Pit; a national initiative launched across 3 call centers to boost sales performances. The program, boasting a new theme monthly, integrated decorative layouts, and theme-related prizes. Personally designed nomination forms, posted awards on business Intranet, and maintained stringent expenditure records for fringe benefits tax management. Negotiated discounts with suppliers, and monitored center participation.
· Partnered with 6 diverse staff driving the 4-month Call Center Training Project. Acknowledged as an expert in small business and training, conducted research, data collection, and analysis. Delivered well-received report citing the benefits of standardizing both induction and post induction training programs.

Acting Sales Manager, In Touch
1999
Definitive inroads to team performances were achieved in just one-month with team accomplishing end-of-month results of 115% from and initial 92%. 80% of team members reached 100%—the first time many had accomplished this milestone. Outstanding performances were attributed to coaching that strengthened identified weaknesses, and set clear directions for improved performances.

Implementer, Telstra Retail Services
1998-1999
Developed and conducted recruitment and induction programs; developed policies and processes, and steered campaign builds, coordination, implementation and analysis.
· Conceived and delivered nationwide competency based High Flyers Program, receiving the “Service Excellence Award” in November 2000. Program featured a passport stamped throughout each phase of an employee’s 3-month induction, with badges and certificates awarded at 3-, 6-, and 12-month milestones. Competency-based program measured influencing skills, business knowledge, self-management, problem solving, organizational knowledge, interpersonal and communication skills; clarified coaching and behavioral issues, and created friendly competition.
· Developed and executed Sales Managers’ Operations Guide that became a national standard and conquered long-term issues associated with bringing newly appointed managers “up to speed” with business unit information, procedures, processes, and contacts.
· Composed complete induction and advanced curriculum courseware shaped to fit small business segments’ needs. Devised multiple training sessions to complement new product launches aimed at sales representatives’ interests. The courseware, now a national standard, serves to boost expertise of sales and management personnel—prompting more appropriate customer solutions and increased sales.

Business Sales Consultant, Telstra Business Solutions Group
1998
“Cold called” small business customers with revenues up to $15K promoting Message Bank, Freecall, Priority Numbers, On-Ramp, Big Pond Data Solutions, Faxstream, new lines, and relocation services.
· Conceived business-winning methodology for boosting customers’ interest—formulating a statement that targeted queries on business needs and solutions. Resolved “old issues” and reinforced organization’s renewed interest in partnering with business for continued success.
· In just 8 months, contributed $265,000 in sales revenues; won back 320 lines from competitors; consolidated 175 bills; implemented 1000+ flexiplans, and actioned 1100 customer presentations.
· Winner, “Winback of the Year” award at the Small Business Sales Inaugural Awards 1998.

PRIOR ENGAGEMENTS

· WITCHERY, Victorian Area Sales Manager (1997). Supervised 17 retail outlets across Victoria; trained store managers all aspects of quality operations from merchandising through human resources, and sales.
· TABLE EIGHT, Regional Manager. (1996–1997). Managed 6 retail outlets across Melbourne.
· SUZANNE GRAE, Area Manager. (1995–1996). Drove $5 million in sales across 11 stores driving sales increases despite economic downturn. Led group of stores to achieve status as 3rd Best Performing Group.
· FLORSHEIM SHOES, Retail Store Manager. (1993–1995). Turned around under-performing business, revamping stock control, wages, recruitment, budgets and merchandising.
· HORSELAND, Retail Store Manager. (1989–1993). Winner, company award for store presentation, merchandising and achievement. Nominee, Store of the Year 1992. Winner, Retail Store of the Year 1993.

EDUCATION & TRAINING

Train the Trainer Accreditation
Category II, Certificate IV
Drake Training

Store Management Program
Australian Center for Retail Studies

Certificate of Applied Social Science
Prahran TAFE

Hundreds of hours formal and informal training includes: Six Sigma Yellow Belt Training Module: Process Improvement, Account Management Process Module 1 & 2: Leading Edge, Enterprise Selling Process: Siebel, Targeted Account Selling Process: Siebel, Coaching for Performance, Presentation Skills 1, First Aid Certificate, Olympic Volunteers Training, Telstra Products & Services Training, Know Your Shops Award Seminar, Store Security, Increasing Profits through Improving Customer Focus, Successful Retailing, Communication & Conflict Resolution Work, and Stress Management.
PRWRA
Gayle M. Howard -getinterviews@topmargin.com - Top Margin - http://www.topmargin.com