Real problems.
Work that gets results.

The problem

For customers with locations across multiple regions, managing service meant dealing with different regional divisions, different representatives, and separate providers in areas outside the company's direct service footprint. Customers had to coordinate the pieces themselves.

What I did

I built a National Accounts Center to bring those relationships together. The program gave customers one representative, one point of contact, and consolidated billing across both the company's direct service areas and subcontracted locations served by our nationwide partner network.

The problem

We had no formal customer relationship management, no consistent tracking of customer requests, and little visibility into the types or volume of work reaching customer care. Without that information, we lacked clear standards for responsiveness and a reliable basis for staffing.

What I did

I led Salesforce and computerized routing implementation and launch, and designed the features needed across Salesforce, routing, and our homegrown ERP. Together, these systems supported the full customer lifecycle: leads and new accounts, contract maintenance, service, routing, asset management, billing, and collections.

I assisted the team with data migration and synchronization, built Salesforce dashboards and analytics, and implemented AI agents and tools for internal use, with external applications planned.

Training built into deployment

I led training and rollout kickoffs, created a full training video series, and built a web-accessible training resource so employees could return to guidance as they worked. The implementation included both the platform and the practical instruction people needed to use it.

The problem

A substantial six-figure implementation at a national service company was taking too long and falling short of what the business needed. Internal challenges, external delivery problems, and project-management turnover disrupted progress. Development repeatedly missed the intent of requirements and feedback, and reporting and analytics components were left undelivered by the original implementation partner.

What I did

We stepped back to rebuild the development effort and requested a new partner team. When development resumed, I worked directly with the developer to review the work, clarify requirements, advise on changes, and provide detailed feedback. I learned the platform in greater depth and took on some of the work myself to help move the project forward.

I led the team that worked through the data-migration issues and brought in the internal IT team to support the recovery. We also engaged a third-party partner and transitioned away from the original provider after its engagement ended. I helped secure direct assistance from the software vendor's internal teams for training and implementation at no additional cost to the company.

The problem

We had no route-optimization software. Rerouting an area was so labor- and time-intensive that we could only tackle it about once a year. That limited how often we could improve routes as customer and operational needs changed.

What I did

I led the software investigation, development, and deployment effort in collaboration with my staff and IT. I identified applicable vendors, gathered bids, negotiated vendor terms, and made the case to management for funding.

I built the implementation plan with the selected vendor, and a teammate worked directly with the divisions to deploy it. My role connected the operational need, vendor selection, funding, and implementation planning.

The problem

A technology or process change asks people to work differently. A successful launch depends on employees understanding the new process, knowing how to use the tools, and having support as they put the change into practice.

What I did

As part of a company-wide systems rollout, I led training and deployment kickoffs, created a full training video series, and built a web-accessible training resource. The materials covered real workflows, including customer interactions, multi-divisional case handling, and Salesforce reports and dashboards.

I connected the training to the features and processes being implemented so employees could see how the platform supported their daily responsibilities and return to guidance when they needed it.