Customer support · People leadership · Operations
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
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.
Case 01
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
Case 02
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 escalated contacts 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
Case 03
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
Case 04
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—growth grounded in trust and useful problem-solving.
What this proves
Client ownership · Commercial awareness · Expectation management · Relationship growth
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 30 daysUpdated 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.
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.
“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 four Customer Service Agent of the Year awards.
2020–2021
Customer Service Supervisor
Public StorageSupported up to 50 remote employees through a rapid workforce transition while maintaining service continuity.
2021–2025
Customer Service Manager
Public StorageLed 25 employees across omnichannel escalations, performance, quality, training, workforce operations, BPO delivery, and change initiatives.
2025–2026
Project Manager & Client Success Lead
QuantumRhinoManaged seven client portfolios, connected clients with technical teams, strengthened delivery operations, and expanded relationships.
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.