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A Perfectionist in Recovery

A DEDICATED PROBLEM SOLVER, WHO IS COMMITED TO SELF-IMPROVEMENT, TO VALIDATE HIS LEARNINGS, TAKING CALCULATED RISKS AND MAKING MISTAKES ARE AN ESSENTIAL PART OF THE GROWTH AND PROGRESS PROCESS.  ARMANDO IS WILLING TO PUSH HIMSELF AND EMBRACE ANY CHALLENGES THAT COME HIS WAY.

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"I have managed key projects for high-profile clients in various industries, overseeing large, complex programs through the designing, planning, and execution phases.  In this portfolio, I present some of my most successful and challenging projects that demonstrate my skills and competencies as a project/program manager and customer experience consultant.

Intel UnifiedDeveloper Nurture

INTEL UNIFIED DEVELOPER NURTURE I  CX PROJECT MANAGER

Applying a Jobs-to-be-Done lens while creating a "General Developer" journey map within an agile environment, managing several sprints containing parallel workstreams to (1) identify a unified nurture framework for marketing campaigns that enables the marketing team to provide strategic and tactical communication as we (2) launch a re-designed product that supports developers  through their job requirements and desired outcomes for a software company.

GHJ CX IMPROVMENT I  CX PROJECT MANAGER & CONSULTANT

Designing improved customer experiences for targeted audiences by creating Persona's and Journey Maps that help transform and differentiate an accounting firm, to be a more customer centric organization. Applied journey mapping best practices to map end-to-end customer journey for critical touchpoints.

EVENTUS SOLUTIONS TRAJECTORY WORKFLOW I  PROJECT & PRODUCT MANAGER

Leading a team of contractors, consisting of developers and users, utilizing agile methodologies to test and implement call center proprietary workflow through automation and API integration.

SALESFORCE CRM INTEGRATION I  PROJECT & PRODUCT MANAGER

Developing a change management plan to help direct company transition through a CRM integration using the ADKAR methodology in a traditional waterfall project management approach.

INTEL VOICE-OF-CUSTOMER BLUEPRINT I  CX PROJECT MANAGER & CONSULTANT

Co-Creating a Voice-of-Customer blueprint that enables our software client to effectively Listen, Analyze and Act on customer feedback.  Utilizing a traditional methodology with agile principles, I created a project plan containing 6 phases of work that helped to define the blueprint scope - then formalizing a roadmap for all prioritized initiatives. 

C4HCO CONTACT CENTER IMPLEMENTATION I  PROGRAM MANAGER

Developed the implementation plan for a large-scale contact center, defining governance for services performed for a State-Based Marketplace of an existing federal omni-channel contact center program.  Created standard operating procedures (SOPs) for policies and practices related to the service center, and partnered with Technology and Human Resources to define inclement weather, emergency evacuation, and security plans.  Managed the Operational Readiness Project through 11 milestones resulting in revenue for each milestone completed on time and in budget.  After 'Go Live', oversaw contact center operations, human resources, training and development, and facility maintenanceDesigned and enhanced the contact center training curriculum, before transitioning to lead trainer.  Partnered with Regional HR Manager, who supported the program virtually.  Supported the client with operational needs and reporting.   Managed contact center internal projects.

Projects

Intel Unified Developer Nurture

Stakeholder Roles: Director of Audience Experience and Content Strategy, Director of Marketing Automation Operations, Unified Developer Experience Manager, General Developers

What Unified Developer Nurture is solving for, and how...Current nurture engagements for developers are siloed and potentially fragmented.  They are designed by different teams to promote specific tools, making it difficult to have a clear view into audience behaviors and drive end-to-end nurture covering several topics.

Align on a Unified Nurture Framework through a Jobs-to-be-Done lens covering two specific developer tools...Create a holistic developer nurture framework based on defined developer journeys that can accommodate existing programs, be personalized, represent a "One Intel" voice, and provide consistent governance.  Utilizing research conducted with developers who use these specific tools, integrating feedback on how Intel can enhance the functionality of the tool and better understand what jobs developers are trying to accomplish by using the tool.

Lessons Learned / Best Practices: Applying this new concept of Jobs-to-be-Done to our methodology was at first challenging.  The project team learned that the structure of JTBD statements designed by Anthony W. Ulwick would become a challenge in applying it to the work we were doing.  Participants of the JTBD workshop struggled with separating Job Statements with Outcome Statements.  We decided that it would be best practice to spend more time orienting participants to this new concept.

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Project Schedule: During this 6-month engagement, I prepared a project plan utilizing an agile methodology that included 8 sprints, with several overlapping activities. A network diagram was provided to all members of the project team, helping to identify dependencies and better manage intersecting tasks. 

 

Identified Risks: Working with a client as large as Intel, you always run the risk of stakeholder alignment.  During this project, many stakeholders believed that the Jobs-to-be-Done were no different across each tool and how they nurtured their developers would not differ.  After conducting several stakeholder interviews, the project team was able to better understand this challenge and working with my team, I was able to create a "Walking Deck" that helped Intel internally socialize and align on our project scope, objectives and desired outcomes. 

Outcome:  Through several working sessions and weekly client meetings, the project team was able to successfully identify key elements of the JTBD for developers utilizing specific tools.  We identified that there was in fact a separation between each tool and how it was utilized by developers.  Providing these insights to the Intel team, we designed and iterated changes to each tool that would enhance the developers experience. This allowed for Intel to better design their nurture campaigns and provided the project sponsor with the insights needed to support their budget request.

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GHJ Customer Experience Improvement

Stakeholder Roles: Chief Strategy OfficerManaging Partners, Partners, Director of Marketing and Business Development 

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Driving greater Client engagement and loyalty through experience-driven transformation...By leveraging Client centricity to accelerate business growth, and increase market differentiation.

Successful transformation requires prioritization...Identifying opportunities to significantly improve the end-to-end Client experience.  Then develop an action plan with top priority initiatives to drive Client centricity and opportunities to improve the journey.

Lessons Learned / Best Practices: Moving slow can sometimes feel like quicksand for a project team.  Compressing schedules because the client is not aligned or ready to move forward can be avoided by taking the extra time needed, applying a human touch to a weekly meeting to help the project team better understand their role in any upcoming activities.

Project Schedule: During this 2 year engagement, applying a traditional waterfall methodology, I designed a project plan that would include 5 phases of transformation.  A work breakdown structure was provided to the project team, helping to define key activities and task owners.

 

Identified Risks: Clients should not be expected to be subject matter experts on projects that do not involve their day-to-day responsibilities.  When managing a project that requires transformation, I lead the project team through internal alignment challenges to help them understand the difference in delivering an improved customer experience vs. maintaining customer service.

Outcome:  Helping the client to better understand their customers current state experience, provided them with the insights needed to transform and design an ideal future state experience - gave GHJ the empowerment needed to successfully transform their organization.  The client is now actively managing their customer journeys to deeply understand how to better serve them.

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Eventus Solutions Trajectory Workflow

Stakeholder Roles: Cloud Manager, VP of Operations, Senior Leadership, CS Representatives

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Increasing Customer Service Representatives productivity and ability to better serve...By leveraging a taxonomy that enables automation within a call center, allowing agents to navigate through a customer inquiry with ease and accuracy.

Increasing customer satisfaction and streamlining processes...outlining roadblocks and reducing the number of steps required to obtain customer information, while sharing customer data securely through an API integration.

Lessons Learned / Best Practices: Schedule slippage is a very common occurrence with large organizations. Being able to understand your staffing plan while being decisive on when to compress a schedule is a lesson that can only be learned through experience.  Having a good understanding of the timeline and activity duration is critical to your projects success. 

Project Schedule: Over the course of 9 months, I managed a multi-workstream engagement, applying a agile methodology to ensure each sprint had a successful test and deploy outcome.

 

Identified Risks: Working with cross-functional teams, designing a shared taxonomy created challenges that impacted the schedule.  Utilizing schedule compression and crashing the project with additional resources to insure testing and deployment, I was able to mitigate slippage and stay within scope and budget.

Outcome:  Call center operations improved by delivering a streamlined customer experience.  This resulted in a 10% increase with customer satisfaction surveys and reduced agent handle time, allowing the vendor to meet SLA requirements - that generated additional revenue.

Salesforce CRM Integration

Stakeholder Roles: Cloud Manager, VP of Operations, Senior Leadership, CS Representatives

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Transitioning to a 360 customer view to help sales and service representatives identify customer behaviors...Giving team members the visibility required to better serve customers by capturing purchases and providing comprehensive reporting.

Increasing customer satisfaction and streamlining processes...integrating customer records with case management to allow call center and retail agents a "one-stop shop" platform for all customer inquiries.

Lessons Learned / Best Practices: Being a subject matter expert can produce undesired stress.  Becoming a project team member while being responsible for other duties creates competing priorities.  To help team members not feel overwhelmed, I make certain that I lead the project with compassion and empathy.

Project Schedule: Over the course of a year, I managed a multi phase engagement, applying a traditional waterfall methodology to ensure each phase came to a successful closure.

 

Identified Risks: While creating new processes and outlining the training manual for a new ordering system, testing and development created bottlenecks in capturing and documenting the process.  Although this did not pose a risk to the schedule, it created communication gaps between the training and system functions.  I was able to mitigate the risk by stepping in as the lead trainer, who was responsible for developing the training playbook.

Outcome:  The Salesforce integration was successful and the project keep to scope, schedule and budget.  All stakeholders were satisfied with the deployment and training that enabled the organization to better serve their customers - applying a 360 view of each interaction.

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