Hautes Études Commerciales (HEC)

Collège Regina Assumpta

Collège Ahuntsic (Cegep)

Training and Development Manager at Prospects and MLS-Touch

I am accountable for the employee and customer training programs and am the primary training professional within the organization, offering 300+ online and/or on-site presentations yearly.-Built and maintain a training program in response to the increasing demand from our customers for guidance on the use of our products, but also for our new employees that are required to understand the company's products and policies. -Created support materials (guides, tutorials, flyers, ...etc) in English and French on our products and policies. Both the training program and support materials increase the support team's performance by cutting call time/wait since they no longer need to help customers on the use of products. This lets them focus on issues that really require their expertise. It also increased the adoption rate of our products since our customers have access to training and coaching in multiple forms. -I am a product stakeholder in the development of our software and mobile applications. I provide valuable feedback regarding user experience and the needs of our customers since I am directly in contact with them as a trainer and I use our products daily. -Set up and maintain the company's presence on social networks which increases the online exposure of our products and the interactions with customers in a cost efficient way.

Logiciel Prospects Software inc

Training and Development Manager

Future Shop

Guest Blogger

I was responsible for the company's overall operations as well as the customer support department. I also took the role of product manager in the development of our software and mobile applications as well as internal tools. -Determined specific hiring guidelines and job requirements for each opened position, which tripled our employee retention rate and halved our hiring process time. -Focused mainly on individuals that displayed problem solving abilities and the desire to learn and grow within the organization to build a highly efficient and self-sustaining team of customer support representatives.-Took the role of product manager in the development of our products but also of a new in-house ticketing/management system to insure that it met the needs of the employees as well as the customers it was designed to help indirectly. After its adoption, the system became a key tool promoting the alignment of the customer support, sales, development and QA teams.-Established internal policies and guidelines that guaranteed the quality and reliability of the services provided through customer service.  Based on 90% of ongoing feedback from our customers and partners since they were put in place, the company is regarded as very dependable and attuned to its customers needs. -Led the migration to a new phone system to solve the issues customers had when trying to contact the company. This new phone system helped by providing call queuing options, multiple voice mailboxes,  automated messages, and also gave me access to metrics that I later used to reduced call time and increased First Contact Resolution by 50%.-Set up and maintained the company's presence on social networks which increased the online exposure of our products and  the interactions with customers in a cost efficient way.

Operations Manager at Prospects Inc

While on the floor, I was responsible for the Service Center's operations but I was also accountable for the overall performance and career of a team of 20+ representatives. -Reduced call time and increased First Contact Resolution rate by 25% through active listening and live coaching.-Invited representatives that escalated cases to shadow me while I handle them instead of simply taking them over like most managers would. The representatives would learn new techniques while doing so, which decreased the escalation rate of similar cases in the future.-Promoted a strong bond between teammates by hosting bi-weekly meetings on-site and organizing social events off-site. It encouraged them to know and relate to each better, which in turn pushed them to work harder on the team's overall performance.-Out of all managers, I performed the most one-on-ones and had a 24/7 "open door" policy. Within an organization that had a high turnover rate, I am proud to say that at least 50% of them were either promoted or offered a position in a different field within the organization based on the career path we had established during those one-on-ones.

Marie Leduc