375 East 400 North Orem, Utah 84057

801-358-5270 allen.sproul@gmail.com

 

 

RESIDENTIAL PROGRAM MANAGER2014-Present VERACITY NETWORKSDraper, UT

·   Program Manager for all residential services, responsible for sales, provisioning, and customer support.

·   Create customer marketing plans, new pricing structures, and new sales commission structure for largest vender used by Veracity Networks for residential customers.

·   Restructured off-site office for largest HOA customer on network, including documented all operational processes, replaced staff, and implemented communication and marketing plan to improve customer retention, satisfaction and experience.

·   Implemented new CRM, overseeing the creation of custom workflows and processes as part of the project team.

 

PROVISIONING SENIOR MANAGER2013-2014 VERACITY NETWORKSDraper, UT

·   Act as Program Manager for all Veracity Networks installation projects, overseeing the management of the project installation (Provisioning) department of the company.

·   Strategically manage project alignment across multiple carriers, vendors, products, and equipment installations.

·   Install an average net increase in revenue of $16,500/month, installing over $260,000 in revenues in 6 months.

·   Monitor, report, and drive revenue goals across multiple departments.

·   Report directly to President and COO of company, while also reporting to and communicating with the CEO and CFO with regards to revenue goals, forecasting, and project completion.

·   Implement Agile Methodologies in a non-software environment through tool and process improvement and realignment to better allow for and anticipate project change.

 

CUSTOMER SERVICE PROJECT MANAGER2009-2013 VERACITY NETWORKSProvo, UT

·   Directed and managed cross-functional telecommunications project team comprised of members from Sales, Technical Provisioning, NOC (Network Operations Center), Installations, Engineering, and Support departments.

·   Planned, organized, and directed multiple, simultaneous projects, managing day-to-day operations.

·   Identified all customer and project requirements, ensuring all stakeholders have an accurate understanding of project expectations and clear definition of success.

·   Maintained installation budget and schedule to ensure customer expectations are met.

·   Fostered positive relationships with customers through constant, consistent communication.

·   Mitigated risk by implementing Risk Management Plan through identifying, categorizing, and tracking potential risks.

·   Reduced cancellation credits from over $9200/month to less than $4000/month by redesigning and overhauling cancellation and retention processes to focus on prevention, increasing average monthly cancellation prevention from 8% to over 22.3% over the last 2 years.

·   Saved company $15000/year through creation of a database, designed to report weekly call information for two customer service departments, and created additional value for the company by increasing the ability to mine call data for monthly and annual reporting.

·   Reduced overall call volume by 8% in one year through increased Customer Service effectiveness and first call resolution by introducing an advanced networking training program and increasing access to advanced tools.

·   Saved the company over $60,000 annually in escalation procedures alone through reduced ticket escalations in Customer Service department from over 40% to 3% in 6 month period of time through improved training methods, increased access to essential tools and resources, and targeted information delivery methods (e.g. 1-1 coaching, daily department emails, weekly team meetings).

 

SUPPORT MANAGER2008-2009 SOFTWISE INC.Provo, UT

·   Managed department and company-wide projects to implement Incident Tracking System to better track customer calls and problems resolutions.

·   Integrated issue tracking systems of Development, QA, Product Management, and Support.

·   Managed team of technical support agents supporting a brick and mortar and SaaS point-of-sale product.

·   Developed and implemented a department training and professional development program to improve productivity and quality through projects involving documentation of tribal knowledge, coaching, and mentoring.

·   Increased average call per agent by an average of 4 calls per day through process improvement.

·   Assisted QA Manager through cross-training Support Agents in QA processes to reduce overall product test time.

 

SUPPORTABILITY SPECIALIST2006-2009 HENRY SCHIEN PRACTICE SOLUTIONSAmerican Fork, UT

·   Represented the Customer Care Department as a member of project teams for each of the major software lines, including brick and mortar, online and e-commerce.

·   Implemented a modified FMEA matrix (Failure Mode and Effects Analysis) in problem tracking processes, including prescribed responses for both Support and Development teams.

·   Increased headcount on key skill sets or queues to improve call handling and customer experience through cross-training for six products without increasing department headcount

·   Decreased call abandonment rates from 57% to 7% in three months, and reduced average response time from 25 minutes to less than 2 minutes, not previously met in the department, through queue management strategies.

·   Created new training and advancement programs designed to identify success criteria at each technician level, create and edit all necessary documentation, design on-line training courses based on the success criteria, and develop testing environments to evaluate skills and knowledge.

·   Created knowledge dissemination program using the available knowledgebase program in conjunction with training program.

·   Worked with Product Management to provide information and guidance on defining the customer experience.

 

ASSISTANT COUNTRY MANAGER2002-2003 XEROX (ACS-INC)Accra, Ghana

·   Managed divisional leadership team of 15 employees, who managed 2 major divisions of 300 employees.

·   Trained new Division Managers by creating a Mentor Program, assigning newly hired managers to other managers selected to be mentors.

·   Increased the overall quality from 97.96% to 99.54% in three months in the HealthNet Division, exceeding contractual obligations through implementing quality and performance-based reviews and incentives.

·   Contractual Turn-Around Time (TAT), duration of production, rose from an average of 75% to 95% a month in 3 months, again maintaining the standard set by costumer, which had not been accomplished since the organization of the HealthNet Division.

·   Midlands Division maintained a 100% TAT since its inception, even with an increased workload of triple initial estimates.

·   Trained the first manager from the then new Bangalore, India office, in Production Control, Quality Control and Data Entry using the manuals and techniques created in the HealthNet and Midlands Divisions.

 

PRODUCTION MANAGER2000-2002XEROX (ACS-INC)Lexington, KY

·   Monitored production from offices in Mexico, Ghana, and India on a daily basis through email, phone and Polycom video conferencing.

·   Trained Production Staff in managing domestic and off-shore work flows through documentation of departmental and company workflows, common issues and troubleshooting manuals.

·   Assisted in starting 3 new divisional projects for branch offices in Northern and Southern California, and Arizona through daily conference calls, emails and Client visits to coordinate and plan project rollout.

 

Project Manager Professional (PMP)

Member, Project Management Institute

Member, Project Management Institute, Northern Utah Chapter

Member, Agile Community of Practice

Member, IT and Telecom Community of Practice

PMI-ACP Trained

Completed BYU Professional Certifications course in 2014

 

Stevie Award for Customer Service, 2011 and 2012

Top 5 national finalist for Excellence in Customer Service Department, 2011

Bronze medal winner for Excellence in Customer Service Department, and Best Customer Service Department of the Year, 2012

Academic Publications

Journal of the International Academy of Business Management, February Conference 2006

Co-Author of “The Impact of an Epidemic on Organizational Employees and the Labor Pool: Complex Global Problems and CSR”

 

NCUR (National Conference of Undergraduate Research), June Conference 2005

Author of “Beyond the Bottom Line: A Multi-Level Analysis of Offshoring”

 

Bachelors of ScienceDecember 2010Utah Valley UniversityOrem, UT

Business Management, Woodbury School of Business

 

Languages: Read, speak, and write Spanish fluently.

Technology: Windows, Microsoft Project, Advanced Microsoft Office, Microsoft 365, SharePoint, Team Sites, Google Business Apps, Siebel CRM, Platypus Billing System, Viewpath (PM Tool), VoIP Technologies, Fiber Optics Technologies.

Team Building:C.O.P.E. (Challenging Outdoor Personal Experiences) Instructor, Experienced Team Leadership.

Project Management:

Agile Methodologies, SCRUM, Business Analysis, Risk Management, Communication, Requirements Analysis, Process Improvement

 

 

 

 

 

 

Matt MonsonLDS Church ICSDatabase Engineer 5

801-856-7273

monson@ldschurch.org

 

Zane McCarryLDS Church ICSIncident Analyst

801-678-5567

zanemccarrey@gmail.com

 

Sam SmithVivintDirector Marketing Operations

801-674-2479

samsmith@vivint.com