This page includes an overview of the clients that I worked with in my career, as well as some details to each of the projects.
Telecom & Cable
- Verizon – Billing Modernization Deployment – 2020
- TimeWarner – New Sales Platform – 2008
- BellSouth – Contact Center Redesign – 2006
- Orange – New Product Launch – 2006
- BellSouth – Designed PMO – 2006 – 2007
- Sprint – Knowledge Content – 2005
- Nextel – Greenfield Contact Center – 2002-2003
- Dobson – Amdoc’s Implementation – 2003
- El Paso Energy – CRM Build – 2001
- FedEx – Call Center Transformation – 2002
- Comdisco – Greenfield Contact Center Build – 1999 – 2000
- Virtual Jerusalem – New Product Launch – 1995-1996
{"grid":"2"}
Verizon – Billing Modernization Deployment – 2020
Marc was responsible for the development of the overall Billing Modernization Deployment/Cutover Strategy for a major telecommunication company, covering both the technical and business/operational components of the migration/implementation. Marc worked with the deployment leads and/or program leads of 8 different initiatives, following a DevOps methodology for each in-scope implementation. (2020)
TimeWarner – New Sales Platform – 2008
Marc worked with the contact center to identify requirements for a new sales platform of a major cable company. He conducted all testing and designed the train-the-trainer sessions in preparation for the roll out of the new platform. Marc remained on site to serve as a SME to support the representatives across a number of contact centers. (2008)
BellSouth – Contact Center Redesign – 2006
Marc led a contact center redesign effort resulting in the reduction of 33 contact centers down to 10. He implemented a three year plan that incorporated the hiring of new agents, the surplussing of others, training needs for agents and management, technology requirements and the development of a communication plan. (2006)
Orange – New Product Launch – 2006
Marc led a team for a large international telecommunications company in preparation of the introduction of a new product into the US market. He determined US interest by assessing the telecom market, conducting focus groups and surveys. These inputs were used to establish requirements (business and technical) and a roadmap for implementation through testing. He also designed the media strategy and launch. (2006)
BellSouth – Designed PMO – 2006 – 2007
Marc established a Program Management Office for the Operator Services organization of a major telecommunication company. He introduced new processes to develop project plans and a methodology to capture status reporting, issues, risks, action items and dependencies. (2006 - 2007)
Sprint – Knowledge Content – 2005
Marc managed a team responsible for the developments of requirements for a solution to integrate a major wireless carrier’s contact centers’ multiple applications and support tools. The project’s objective was to provide knowledge content to an agents’ desktops at the appropriate time in the call flow, reducing average work time and customer callbacks with an estimated annual savings of $60M. ( 2005)
Nextel – Greenfield Contact Center – 2002-2003
Marc was a member of a team responsible for the creation of a greenfield contact center for a major wireless company to support Wireless Number Portability in response to a government mandate. Marc built an international team of 14 responsible for the implementation of a CRM solution in collaboration with Telecordia. The team developed all the new processes and procedures. KPIs were developed around service level, average work time, and utilization. The initiative was recognized by Capgemini as “Project of the Year.” (2002 - 2003)
Dobson – Amdoc’s Implementation – 2003
Marc worked with an international team responsible for the functional design, integration, testing and implementation of Amdoc’s Clarify Suite for the Greenfield contact center built for major wireless carriers. The team developed all Methods and Procedures, training and performance metrics. (2003)
El Paso Energy – CRM Build – 2001
Marc managed a team of 9 as part of a major energy provider’s entry into the wholesale broadband telecommunications market. He led functional and technical teams, implementing a CRM and middleware solution to integrate with existing provisioning and billing systems. His team delivered a solution to support the creation and tracking of customer and system generated trouble tickets. The implementation also included data migration and user acceptance testing. (2001)
FedEx – Call Center Transformation – 2002
Marc led a call center transformation project of a major airline focusing on the redesign of call flow, phraseology and the establishment of offline groups to speed customer follow-up. The project reduced cost per call by 17%, while improving customer satisfaction by 15%. (2002)
Comdisco – Greenfield Contact Center Build – 1999 – 2000
Marc served as the Subject Matter Expert on the development of a new contact center processes’ for a $750M start-up company at the advent of CLECs. He established performance measurements, customer satisfaction baseline parameters and internal operations metrics. He introduced credit and collection policies, customer contact standards, troubleshooting procedures, customer service agreements and process mapping for service delivery and service assurance. (1999 - 2000)
Virtual Jerusalem – New Product Launch – 1995-1996
Marc assessed the marketplace, identified the media approach and led a team responsible for new product development at a start-up international Internet Service Provider. He supervised and trained a staff of 20 responsible for sales, marketing, customer service and technical support. Marc was credited with doubling the client base and reducing the number of cancellations by 75%. (1995 - 1996)
Finance & Insurance
- Bank of America – Paycheck Protection Program – 2020
- KPMG – Inclusion & Diversity – 2019
- KPMG – Audit of the Future – 2018
- Assurant – Introduce Best Practice – 2011
{"grid":"2"}
Bank of America – Paycheck Protection Program – 2020
Marc brought operational rigor, accuracy, and efficiency to time-sensitive deployment of $140M in Paycheck Protection Program (PPP) loans. (top-5 retail bank). Directed and mentored project team ranked in top 3 out of 20+ teams for quality and efficiency, consistently meeting and frequently exceeding project goals. (2020)
KPMG – Inclusion & Diversity – 2019
Marc was actively engagement in the firm’s Inclusion & Diversity efforts by serving on the leadership board of the Business Resource Groups charged with increasing the hiring and advancement of those with disabilities, members of the LGBTQ+ community, African Americans, Asian Pacific Islanders, Hispanics and Veterans - all which are key constituencies that are under represented at the firm. (2019)
KPMG – Audit of the Future – 2018
Marc focused on several internal initiatives with KPMG's Audit leadership.. Through the development and facilitation of Design Thinking Labs, he identified opportunities for the ‘Audit of the Future’ and ‘better internal communications’. The solutions included the introduction of automation, organization redesign, improved workflow and effectual measures. (2018)
Assurant – Introduce Best Practice – 2011
Marc introduced best practices for call handling and call center operations for a major insurance provider. He established new agent groups to handle escalations for complex customer issues and an offline team dedicated to extensive research and customer follow-up. He redefined agent and manager responsibilities to address the new organizational structure. He developed a roadmap for a new call routing strategy to ensure best in practice customer service. (2011)
Healthcare & Pharmaceutical
- AstraZeneca – Sun Shine Act – 2008
- NYU – Contact Center Diagnostic – 2014
- UnitedHealthCare – Improve Customer Experience – 2014
{"grid":"2"}
AstraZeneca – Sun Shine Act – 2008
Marc served as a Subject Matter Expert in the development of a solution for a major pharmaceutical company in support of the onset of the Sun Shine Act. With the government's demand for transparency (all spend was publicly displayed on the Internet) and easy reporting to capture spend by sales representatives on physicians and hospitals on everything from entertainment and recreation, non-educational and practice related items, (2008)
NYU – Contact Center Diagnostic – 2014
Marc performed a diagnostic assessment of a major hospital in New York’s centralized scheduling call center. He observed contact center staff and management to understand current operations. He interviewed physicians within the hospital’s faculty practice to understand their expectations and recent experiences with the call center. The assessment included all supporting technologies, call center organizational structure - including reporting alignment, span of control and connectivity to faculty practice operations. He identified and prioritized proposed improvement opportunities for the call center. (2014)
UnitedHealthCare – Improve Customer Experience – 2014
Marc led a team responsible for the development of a multi-year roadmap to improve the customer satisfaction for a major health insurance company as measured by J.D. Power and the client’s internal customer surveys. The team identified gaps, analyzed customer verbatim and voice of the employee to ascertain customer pain points. They moved the client from an ‘inside out’ mentality to a customer experience focus (outside in). (2014)
Utilities
- ComEd – Premier Customer Experience – 2013 – 2014
- Exelon – Digital Channel Strategy – 2014
- DTE – New Product Launch – 2010
{"grid":"2"}
ComEd – Premier Customer Experience – 2013 – 2014
Marc managed a team of 30 internal and client resources responsible to design a ‘premier customer experience’ for a large Midwest utility. Leveraging leading practices, voice of the customer and employees they were able to identify opportunities relating to culture, operating model, technology, performance management and process improvement they created a multi-year roadmap to achieve an improvement in customer satisfaction, cost reductions and a customer-focused culture. Marc developed a governance model and change management work plan for the organization. (2013 - 2014)
Exelon – Digital Channel Strategy – 2014
Marc led an internal and client team responsible for the development of a digital channel strategy for several regional utility operating companies (under a single parent corporation) to converge strategies and technology - covering Customer Operations, Communications, IT on their web, mobile, email, text messaging, IVR, outbound dialer, and social media channels. He and the team developed a multi-year roadmap and governance structure supported by a self-funded business case. (2014)
DTE – New Product Launch – 2010
Marc supported a team of client resources of a major utility company to identify the business, technical, training, and reporting requirements for a new contact center to manage the inbound and outbound calls from customers in support of a new product to be introduced to the market. He identified all new processes, training and an implementation plan to build the center. (2010)
Hospitality
- Fontainebleau – Las Vegas Expansion – 2008
- Starwood – Call Center Assessment – 2008
- Starwood – Chinese Contact Center Assessment – 2008
{"grid":"2"}
Fontainebleau – Las Vegas Expansion – 2008
Marc supported a Miami hotel property’s rapid development into the Las Vegas market. He provided oversight with the selection, implementation and integration of their Information Technology systems. He introduced leading practices and recommendations into the IT solution covering operations, strategies and plans. (2008)
Starwood – Call Center Assessment – 2008
Marc led a multinational team to assess the contact center operations of a major hotel chain. The assessment led to improvement recommendations, including the introduction of First Contact Resolution, agent empowerment, customer segmentation and targeted metrics, that reduced agent headcount by 20% and improved customer feedback scores by 25%. (2008)
Starwood – Chinese Contact Center Assessment – 2008
Marc led an international team in a contact center assessment to evaluate and create a mitigation plan for operating a contact center in Guangdong, China. Areas of focus included: the Political, Regulatory and Economic Landscapes, Human Resource Considerations, Environment, Health and Infrastructure Requirements and Technical challenges. (2008)
Education
- Pearson – International Education Publishing Assessment – 2011
- Yeshiva University – Director of Israel Operations – 1993-1995
- Yeshiva University – Office of Admissions – 1988 – 1991
{"grid":"2"}
Pearson – International Education Publishing Assessment – 2011
Marc conducted a review of an international education publishing and assessment service’s order support organizations. He gathered current operational and performance metrics such as user productivity, order fallout tracking reports, and volume based metrics. Marc identified and quantified current operational challenges in his report to senior executives. (2011)
Yeshiva University – Director of Israel Operations – 1993-1995
Two years after Marc left Yeshiva University for a new job, he was asked by the Executive Vice President of Academic Affairs to return to oversee the university’s foreign student program in Israel with 26 affiliated institutions. He introduced new processes and programs to improve and highlight the university to 2000 prospective students. He also served as liaison between the university and government agencies. (1993 - 1995)
Yeshiva University – Office of Admissions – 1988 – 1991
Marc was responsible for the operations of admissions and recruitment functions for a major university. Through the development of new programs, such a Model UN and a high school basketball tournament, Marc was credited with increasing student enrollment by 20% over three years. In his role, Marc developed the office of admission’s annual budget and established priorities of fund allocation. He represented the university for recruitment functions in the United States, Canada, Europe and Israel. (1988 - 1991)
Media & Entertainment
- Univision – New Advertising POV – 2009
- Warner Bros. – International TV Distribution – 2006
{"grid":"2"}
Univision – New Advertising POV – 2009
Marc analyzed and developed a point-of-view for a new television network advertising model, the digital distribution of major studio film releases to local theaters, and cost reduction and revenue growth opportunities for a major Spanish language television network. (2009)
Warner Bros. – International TV Distribution – 2006
Marc assessed and reviewed supporting technology for major studios International Television Distribution division as a prelude to a complete overhaul of their technology platform. He analyzed 30-year-old legacy systems and developed a strategic vision to sustain growth in international markets. In addition, he specialized in interfacing with the rights, legal and product distribution teams. (2006)
Business Process Outsourcing
- Genpact – Business Process Outsourcing – 2014-2015
- TeleTech – Integration of Disparate Companies – 2015 – 2016
{"grid":"2"}
Genpact – Business Process Outsourcing – 2014-2015
Marc served as a Lead Solution Architect and Subject Matter Expert for a major Business Process Outsourcing company, building Customer Experience solutions. by leveraging multi-channel optimization strategies and technologies,. (2014 - 2015)
TeleTech – Integration of Disparate Companies – 2015 – 2016
Marc was responsible to coordinate the integration of five disparate companies acquired by TeleTech (Peppers & Rogers Group. rogenSI, iKnowtion, Guidon, and Innovative Learning) to form their new consulting practice. He worked with leadership across North America, Europe, the Middle East and Asia Pacific to drive uniformity in areas of client focus and delivery. (2015 - 2016)
Staffing & Payroll
- ADP – SalesForce Implementation – 2010 – 2011
- Adecco – Order Management Assessment – 2007 – 2008
{"grid":"2"}
ADP – SalesForce Implementation – 2010 – 2011
Marc worked to support a major payroll company on the implementation of SalesForce as the Electronic Sales Order (ESO) system to automate and establish process commonalities across 3 business units where possible. Marc was responsible for their mid size clients. He gathered business requirements from the user community and key stakeholders. He worked with the technical team to turn the business requirements into technical requirements for use by the developers. (2010 - 2011)
Adecco – Order Management Assessment – 2007 – 2008
Marc was responsible for designing the future state order and demand management policies and practices, with a focus on introducing a customer-centric culture, standardization, and centralization within the world's largest staffing company. (2007 - 2008)
Manufacturing & Transportation
- Carrier – SAP Implementation – 2012
{"grid":"2"}
Carrier – SAP Implementation – 2012
Marc provided Project Management support of 50+ client resources for an SAP Quote to Cash solution for the Direct Sales Organization of a major manufacturer. The project included support across other Information Technology programs to ensure alignment on all relative timelines such as training and Go-Live. (2012)
Food & Beverage
- Diageo – Corporate Strategy Assessment – 2010
{"grid":"2"}
Diageo – Corporate Strategy Assessment – 2010
Marc reviewed the marketing organization of a major spirits and beer company to identify non value-added activities in the organization. The focus of the engagement was to ensure that resources and budgets were in line with corporate strategies and recommend which activities should be reallocated, removed or outsourced. (2010)