Candace Hinkle: Call Center Manager in Colorado Springs, CO

I currently manage 10 CSRs in a fast-paced Call Center environment that has a 30% YOY increase in call volume and revenue. We are Colorado Springs' premier home services provider. My role entails overseeing day-to-day operations of the Call Center, conducting call audits, reporting numbers for meetings, scheduling, coaching, training, hiring, as well as inside sales. In my time at the company the Call Center has increased maintenance agreement sales by 150%, increased call booking rates by 15%, and decreased CCR turnover by 20%.

My responsibilities included utilizing Salesforce to work a caseload of 100+ customer concerns in a timely manner via email and phone. This entails a variety of subject matters including, but not limited to scheduling maintenance, assisting with tax questions, transferring solar property ownership, contract analysis and modification, utility bill analysis and calculation, troubleshooting Enphase and SolarEdge systems, calculating solar production, processing check requests, and coordinating with contractors for roof replacements and repairs. I have assisted my team by consistently closing the most customer cases per month as well as receiving the most ten ratings on the NPS scale.

I was responsible for the weekly payroll for sixty employees, accounts payable/receivable, purchase requisitions, scheduling of customer installations, coordination of facilities management, fleet management, calendar management for other office personnel, meeting facilitation, travel booking for office personnel, supply ordering, customer mediation, and correspondence organization. In less than a year, I received national accolades within my company for my efforts in establishing a new calendar protocol.

I was responsible for 20-25 booksellers and café associates as part of a management team. I was also accountable for the financial well-being of my store. I also oversaw my store's charitable activities, the processing of data and invoices, scheduling, employee coaching, and the daily operations management of the store.

I was responsible for 20-25 booksellers and café associates as part of a three-person management team. My responsibilities entailed daily operations management, clerical work, and marketing/merchandising among other duties.

I supervised five gourmet coffee shops. I managed thirty-five employees and five managers. I trained and oversaw managers to schedule, budget, cash handle, control inventory, hire/fire employees and customer service development. I was directly accountable for the fiscal health of my stores and I have implemented employee incentive programs for up-selling products that helped my stores to increase their average profits by 15%.

My job responsibilities were very similar to my current position except that my stores were three locations located inside of upscale grocery stores (Dorothy Lane Market). I had three managers that reported to me, and I trained and oversaw them in the aforementioned areas. The achievement that I was most proud of was "bridging the gap" between my company and Dorothy Lane Market. When I first began in my position the communication between the two companies was extremely poor. I am proud to say that due to my persistent, constant communications efforts the business relationship there has never been better.