Customer Experience & Operations
People leadership, omnichannel service, escalations, Voice of the Customer (VOC), performance, quality, workflow improvement, reporting, and workforce partnership.
Explore CX and operationsCustomer experience · Operations · Client success · Project delivery
Give me the messy problem.
I build teams people want to be part of, processes people can actually follow, and customer experiences people can trust.
Based in Florence, Arizona · Seeking remote or Phoenix-area hybrid roles
The quick read
Where I fit—and what I bring with me.
My deepest experience is in customer experience and operations, supported by hands-on client success and technical project delivery. Choose the path closest to the problem you need solved.
Client Success & Project Delivery
Portfolio health, requirements, technical translation, risk recovery, Jira workflows, UAT, stakeholder communication, retention, and expansion.
Explore client and project delivery Read the $150K recovery case study25direct reports in a specialized escalation operation
5,000monthly escalations across phone, chat, email, and social
7concurrent technical client portfolios managed
About 150employees supported through a two-week remote transition while directly leading up to 50
Proof, not promises
Leadership you can measure.
The human side of leadership matters. So do the results.
20% fewer repeat contacts
15% lower average handle time
30% faster new-hire ramp
How I lead
High standards and humanity belong in the same room.
I give people the context, coaching, and confidence to succeed. Then I trust them to do the work. Empathy is not the absence of accountability. It is what makes honest accountability possible.
Assume positive intent
Start with curiosity. Understand the why, then coach from there.
Clear is kind
People deserve to know what success looks like and exactly where they stand.
Coach the person, not just the metric
Numbers show what is happening. Conversation helps uncover why.
Give away the credit
Celebrate people loudly. When something breaks, own your part and fix it together.
Never be too important to do the work
Jump into the queue. Take the escalation. Understand what you ask of others.
Leadership in practice
Here is what “people-first” looks like at work.
Real examples, sanitized to respect the organizations and people involved.
People story
The conversation that kept working after I left.
A high performer wanted to lead. Her results were ready; the way others perceived her in group settings could hold her back.
The move
I had a direct, vulnerable conversation about intention versus perception and connected the feedback to the future she wanted. When she became defensive, I listened without retreating from what needed to be said.
The outcome
She changed how she showed up and later contacted me to share that she was earning awards and being considered for leadership. The impact became clearest after I was no longer her manager.
What this proves
Courage · Coaching · Empathy · Accountability · Development
Customer story
Turning escalations into investigations.
By the time customers reached my team, we were often solving several breakdowns and rebuilding trust with someone who no longer believed the company was listening.
The move
I taught my team to listen first, reconstruct the history, identify where expectations broke down, and keep one clear owner for communication across departments.
The outcome
We handled roughly 5,000 escalations each month while maintaining 98% CSAT. Recurring patterns also became useful signals for fixing upstream friction.
What this proves
Customer advocacy · Judgment · De-escalation · Ownership · Root-cause thinking
Operations story
Adding structure without adding bureaucracy.
A growing technology consultancy needed better visibility across discovery, scoping, development, testing, launch, and support.
The move
I mapped the client journey, clarified ownership and handoffs, standardized status reporting, and tracked scope, hours, risks, dependencies, and client sentiment across concurrent work.
The outcome
Teams and clients gained a more consistent delivery rhythm, clearer expectations, and earlier visibility into risk without losing the high-touch relationships central to the business.
What this proves
Systems thinking · Communication · Scalability · Operational judgment · Execution
Delivery story
Protecting the client, the delivery team, and the business.
Seven client portfolios meant seven combinations of budgets, deadlines, personalities, priorities, and definitions of success.
The move
I translated business needs into requirements and delivery plans, made tradeoffs visible, monitored client health, and surfaced risks before they became escalations.
The outcome
The relationships and opportunities I managed generated approximately $200K in additional work within six months. The growth was grounded in trust and useful problem-solving.
What this proves
Client ownership · Commercial awareness · Expectation management · Relationship growth
Featured case study
The $150K Recovery
I joined a $150,000 Salesforce implementation three weeks behind schedule, with two weeks until a hard year-end deadline and only two developers available over the winter break.
Illustrative dashboardsExplore support operations and project portfolio examples+
Sample work · Illustrative data
A dashboard should tell you where to act, not just what happened.
This fictional 30-day support snapshot demonstrates how I connect customer experience, efficiency, capacity, and coaching signals to business decisions.
Customer Support Command Center
Team performance overview
Last 8 weeksUpdated 8:00 AM
Today’s focus
Email backlog is increasing while phone occupancy remains healthy. Shift two cross-trained agents for four hours before adding overtime.
Target 90%
Target ≤ 340 sec
Healthy range 80–88%
Target 93%
Target 77%
Forecast 9,031
Customer experience
CSAT and first-contact resolution
CSAT FCR
What I see: CSAT improved alongside FCR while handle time declined. That combination suggests better resolution quality, not rushed conversations.
Demand
% of volumeTop contact drivers
What I would do: Review billing contacts for self-service and knowledge gaps first. A 10% reduction in this driver would prevent roughly 280 contacts per month.
Business impact
Capacity returned to the operation
560repeat contacts avoided
51 hrsagent capacity returned
1.3 FTEprojected peak coverage gained
Leader’s readout
Three decisions from this view
- Protect today’s service: Temporarily rebalance cross-trained coverage toward email.
- Remove recurring demand: Investigate billing contacts and partner with Product and Knowledge Management.
- Coach precisely: Review the small agent cohort with high AHT and low FCR before treating it as a speed problem.
Sample work · Illustrative data
Project reporting should make the next conversation obvious.
This fictional portfolio view brings delivery, workload, risk, and financial health together so leaders can quickly see where to intervene and which client needs proactive communication.
Client Delivery Command Center
Project portfolio overview
September 2026Weekly leadership view
Workflow
92 totalTicket pipeline by client
Open & unclaimedIn progressOn ice / backlogCompleted
Atlas Health21
Northstar24
WillowPay22
BrightBridge13
Fieldstone12
What I see: Northstar and WillowPay have the largest backlog counts. Before adding capacity, confirm whether those tickets are intentionally paused, awaiting client decisions, or missing ownership.
Budget health
Hours used vs. work complete
Atlas Health67% / 72%
Northstar83% / 68%
WillowPay86% / 74%
BrightBridge68% / 55%
Fieldstone70% / 76%
Hours usedWork complete
What I would investigate: Northstar and WillowPay are consuming hours faster than work is being completed. That is a signal to review scope, rework, blockers, and estimation assumptions.
Client portfolio
Prioritized by attention neededProject health and financial exposure
| Client / project | Status | Tickets U / W / B / D | Hours | Value | Financial read | Next move |
|---|---|---|---|---|---|---|
| BrightBridgeSupport relaunch | Blocked | 2 / 3 / 4 / 4 | 164 / 240 | $64K | $54K renewal risk | Executive re-engagement |
| Northstar LogisticsCloud migration | At risk | 4 / 7 / 5 / 8 | 348 / 420 | $96K | -$14K forecast | Reset UAT decision date |
| WillowPayWorkflow automation | Watch | 3 / 6 / 7 / 6 | 276 / 320 | $78K | -$11K scope exposure | Propose change order |
| Atlas HealthPlatform implementation | On track | 2 / 5 / 4 / 10 | 240 / 360 | $120K | +$9K forecast | Confirm launch readiness |
| Fieldstone EnergyProduct enhancements | On track | 1 / 2 / 4 / 5 | 126 / 180 | $54K | On margin | Demo completed work |
Ticket key: U = open/unclaimed · W = being worked · B = on ice/backlogged · D = done
Risk radar
3 openFlags requiring leadership attention
High
Northstar: UAT approval is six business days late, putting launch and $96K of delivery value at risk.
Owner: Client sponsor · Decision needed by FridayHigh
BrightBridge: No client response in eight business days; renewal conversation is now exposed.
Owner: Account lead · Escalate todayMedium
WillowPay: New requests increased expected effort by 18% without an approved scope change.
Owner: Project manager · Commercial decision neededClient communication
Outreach I would make today
- 1Northstar executive checkpoint
Frame the delayed UAT decision in terms of launch impact, present two recovery paths, and secure a decision owner and date.
- 2BrightBridge re-engagement
Send a concise status recap, identify the decisions currently blocked, and offer two specific meeting windows.
- 3WillowPay scope alignment
Separate committed scope from new requests, explain the hour and margin impact, and recommend a change order or priority swap.
Give me the problem
I do not need to know everything on day one. I need enough context to begin asking better questions.
- ListenStart with the people closest to the problem.
- UnderstandFind the cause, not just the loudest symptom.
- ConnectBring together the right people and perspectives.
- ActMake a decision and establish clear ownership.
- Follow throughStay with it and verify that the fix worked.
The work lives in people
Do not just take my word for it.
Read what a former leader, peer, cross-functional partner, and direct report shared about working with me, in their own words and in full.
“Kelly is one of those people who makes both the work and the team around her better. She balances high expectations with genuine care for people.”
“Even during what should have been an incredibly ugly situation, both our team and the client ended up highly satisfied by the support Kelly provided.”
“Kelly doesn’t simply identify problems. She works through them, engages the right people, and helps move the team toward a practical solution.”
“Even in our uncomfortable conversations, I could freely be myself and be transparent. She wants to see everyone win, not just herself.”
Career progression
The title changed. The pattern did not.
2015–2020
Customer Service Representative
Public StorageLearned the work deeply, became a top performer, mentored new employees, and earned Customer Service Agent of the Year in 2015, 2016, 2018, and 2019.
2020–2021
Customer Service Supervisor
Public StorageSupported the two-week remote transition of about 150 contact-center employees while directly leading a team of up to 50.
2021–2025
Customer Service Manager
Public StorageLed 25 employees across omnichannel escalations, performance, quality, training, workforce operations, BPO operational alignment, and change initiatives, retaining 92% of the original team over four years.
2025–2026
Project Manager / Client Success Lead
QuantumRhinoManaged seven concurrent technical client portfolios, connected clients with delivery teams, strengthened delivery operations, and expanded relationships. The role concluded after the company transitioned the position from W-2 employment to a 1099 contractor structure.
Nov 2026 – Present
Operations Manager (Seasonal)
JDA TSGLeading about 35 tax experts through a seasonal tax-support program.
Education & credentials
Practical learning, applied.
Formal credentials are one part of a career built through progressive responsibility, hands-on problem solving, and continued learning.
Engagement Champion for a 1,000+ employee care center (2020–2025)
Let's work together
Need someone who can care deeply and get things done?
I am exploring leadership opportunities in customer support, customer success, client experience, service delivery, and operations.