Easy to Be a Customer

Led the design and implementation of advanced business models for a major MMORPG software publisher, which enabled new ways to monetize game content. Improvements include new virtual storefronts, micropayments/microtransactions, “Freemium” model support, fraud management controls and supporting business processes.  The new business models enabled the publisher to sell game products directly to consumers.

Identified and justified improved billing systems, international merchant bank card processing and Internet-based non-bank payment services for an online games company.  Improvements will increase revenue by $2.2 Million per year, reduce operating cost by $200K per year, and support profitable scaling of the business.

Led implementation of upgraded CRM, case management, knowledge management, email/chat, and workforce management technologies in an online games company.  Changes reduced operating cost by $300K per year and improved customer retention by 3%.          

Designed and implemented the Customer Service organization and infrastructure that supported the worldwide launch of two major massively multi-player (MMORPG) game products.

Reduced unit operating costs over 58% by establishing in-house and off-shore outsourced customer support operations, improving self-service performance and simplifying business processes.

Assessed, designed and recommended improvements in Customer Service organization, processes, policies, technologies and metrics in a major HR product company.

Created and marketed new fee-based services designed to improve margins, customer retention and customer satisfaction.  Changes improved customer retention and added $150K in revenue per year.

Improved Customer Service satisfaction ratings from 67% to 90% by implementing new quality management processes, employee training/certification programs, bonus programs and metrics.  Changes led to a 25% increase ($39 Million annualized) in year-over-year customer renewals.

Increased overall department productivity by 44% by reorganizing Customer Service functions into contact center and dedicated service models, consolidating facilities, implementing process improvements, improving self-service and instituting Customer Service technologies.

Reduced customer telephone/chat wait times by 50% and email response times by 40% with institution of contact center management practices, scheduling technology and improved workflows.

Reduced order processing times by 70% and improved quality ratings by 31% due to implementation of organizational, workflow and technology improvements.

Developed a service-based strategy, business model and implementation plan for a new Small and Medium Business division of an online printing company.