1. CHARLES T. BOURKE, JR.
6 Lancaster Drive
Northborough, MA 01532
(508) 377-2747
SUMMARY
Diligent. Resourceful. Over 25 years business experience acquiring a breadth of practical business skills, across
industries, and demonstrating a continued progression towards greater responsibility. Expertise includes diverse
industry and operational/sales background, in-depth familiarity from client and out-sourced perspective, sound
financial understanding, project management (start-up) and customer service. Have directly managed both small and
large groups of associates (inbound/outbound) primarily involved in the order fulfillment/sales/customer service
process. Adept at communicating and involving people across all functional levels of the organization. Cited for
being a very straightforward and effective communicator with exceptional problem solving skills.
EXPERIENCE
Community Health Charities , Boston, MA June 2010 – Present
A leading national Non- Profit organization
Director of Business Development
Primary responsibility is to reach corporations interested in furthering their social platform and brand
establishing a long term relationship. Key element is the development of matching portfolio of CHC programs to
particular vertical market to maximize return on investment for both parties. Communication is with senior level
management to discuss programs and services that allow employees an additional choice while assisting the
corporation in the reduction of certain expenses relative to this disease and its complications.
STAPLES CORPORATION, Framingham, MA June 2005 – Jan 2010
The leading office supply company with $15 billion in revenues
Manager of CPC/Operations Support
Primary responsibility is to build overall team skills and create atmosphere that allows for increased
engagement of each customer contact. Implement processes that drive efficiencies and reduce cycle time in
fulfilling customer requests of the Copy and Print business unit. Improve internal canvassing opportunities to
capture customer data and increase levels of expenditures across channels. New initiatives recommended by our
location include:
• Test methodology to gather customer information at retail level and drive cross channel - SBD contacts
• Significant increases across all metrics (+30%) driven by efficiencies in process and focus on AOV and
customer loyalty, driving revenues by focusing on most profitable business customers
• Pilot changes of IVR to streamline menu prioritization to more efficiently handle flow of customer
inquiries. Promote easy model and drive customer awareness of Staples offerings.
CONTACT CENTER CONSULTING PROJECTS April 2003 – May 2005
Implementing various project plans incorporating process enhancements, vastly improving efficiencies
across entire contact channel, driving revenue through targeted customer contacts and developing the metrics and
culture that increases the level of overall customer satisfaction. Companies such as Askmeforaphoto.com. McCue
Corporation, Tufts-Health Plan and TD Banknorth.
• Developed detailed business plan aimed at targeting appropriate customer segments and matching available
resources

2. • Over 6 month period improved call center statistics measuring abandonment rate from 15% to under 2%
and average speed of answer from 400 seconds to under 30 seconds
POTPOURRI COLLECTION, Medfield, MA September 2001 – February 2003
A specialty gift retail catalog with $100 million in revenues
Manager of Customer Relationship Management
Responsible for all customer contacts and channels across multiple call centers and developing Customer
Service team to achieve superior results. Led turnaround effort in elevating level of customer assistance. Lead
role in developing a technology strategy involving the implementation of several potential new processes.
Report directly to VP of operations and CFO and CEO of company. Direct staff managed include upwards of
150-200 inbound associates and 8-10 management members.
• Coordinated efforts to reduce abandoned rates and attract and retain qualified associates for the busy fall season.
Reduced abandoned rates and % of delayed calls by 50% year over year.
• Brought a fourth call center on line for the fall season thus saving the company thousands of dollars that had been
previously used for an existing out-sourced agency. Brought on out-sourced vendor from the Philippines as potential
overflow site.
INVACARE CORPORATION, Elyria,OH January 2000 – August 2001
A leading home medical equipment manufacturer with $1 billion in revenues
INVACARE SUPPLY GROUP, Holliston, MA
A $125 million wholesale distributor of medical supplies subsidiary with over 200 employees.
Director of Customer Relationship Management
Responsible for setting strategy and overall implementation to deliver superior customer service affecting all
customer interactions and channels. Direct responsibility for management of all order fulfillment processes
resulting from direct mail and catalog activity (inbound and outbound activity) Direct staff managed includes
40 inbound associates and 3 management members. Prior year included staff of 17 outbound associates as well,
before reorganization.
• Evaluated current best practices and established operational processes focused on customer satisfaction and
internal efficiencies. Completed staffing overhaul of call center in 4 months
• Coordinated efforts to develop new strategic alliances for Telesales group and capitalize on building
relationships with Invacare’s existing sales force. Led effort to migrate to sophisticated contact management
software enabling the Telesales group to focus on acquisition and retention efforts.
GTE CORPORATION, Irving, Texas March 1997-September 1999
A major participant in the telecommunications industry with over $23 billion in revenues.
Manager-Business Development &Integration Retail Channel Strategy
Responsible for coordinating GTE’s efforts in determining the most effective channel for distribution of its
products and services across all business units. Spearheaded processes across all customer contact centers,
improving the quality of customer contact while generating increased revenue for that particular business unit.
This position allowed for great latitude across GTE’s over 60 call centers ranging in size from 20 to 1200
associates.
• Headed effort to enhance and optimize GTE’s leverage in consolidating its outbound telemarketing under a
Center of Excellence concept.

3. • Developed implementation plans with GTE inbound centers to take advantage of Equal Access opportunity
providing superior customer service. This effort added over $14 million dollars in incremental revenue in the
first year. Under my leadership, this project team won the Silver award in the Corporate Chairman’s
Leadership Award program.
• Coordinated plans with marketing that would ultimately assist GTE in properly identifying and targeting its
products to the right customer through its call centers.
• Led corporate initiative, begun February 99 to comply with FCC mandated rules governing cramming,
slamming and third party verification, all within April 29th deadline.
Manager-Telemarketing Program Management
Responsible for overall evaluation and selection of outsourcing partnerships generating $150 million in
expenses and $650 million in revenues for GTE. Coordinated efforts with supporting out-sourced vendors to
ensure call centers were operating at peak efficiency. The majority of vendors that I brought to GTE worked in
a multi-site environment.
• Organized and led all contractual negotiations with telemarketing service agencies.
• Pinpointed over $1 million in savings through operational efficiencies in the first six months.
• Selected to participate on 4-month corporate level consulting project to define key attributes of a ‘ World
Class’ call center environment. Project required extensive benchmarking of ‘best in class’ processes and
procedures across many industries. Made recommendations to Executive team.
APAC TELESERVICES, Deerfield, Illinois October 1995 - December 1996
An industry leading outsourcing company (Inbound/Outbound) in the US with over $275 million in revenues.
Project Director
Responsible for implementation of project plans for new call centers from contract signing to first live call. At
the time the call center would come on line, my team would manage the day to day operations before the newly
hired members would start.
• Assisted in development of project plan to incorporate requirements necessary for successful implementations.
Member of consulting group responsible for implementation of call center solutions. (required 100% travel)
• Participated on Implementation team to recommend processes needed to design, develop, hire and train for a
world class call center. Project required six months on location. Major utility on west coast.
AMERICAN AIRLINES, Dallas/ Ft. Worth, Texas February 1991 - August 1995
A world leading airline with over $16 billion in revenues.
TELESERVICE RESOURCES
A $135 million inbound/outbound telemarketing and reservation services subsidiary with over 5,000 employees.
Senior Financial Analyst
Position responsibilities included all financial reporting and analysis to direct decision making for $45 million
line of business and developing plans for staffing of 1300 employees. Supported both the inbound and
outbound (predictive dialing) campaigns, recommending changes to increase productivity with management
teams agreement.

4. Implementation Manager
Responsible for developing and administrating statement of work documents to ensure smooth transition of
information for new inbound or outbound telemarketing campaigns.
• In a re-engineering effort, utilized Automated Decision Center tools to initiate several new processes
improving decision making and coordination between sales effort and other functional groups.
Senior Analyst Business Planning
Evaluated new business opportunities and recommended solutions for unprofitable telemarketing campaigns.
Directed/handled transfer of management control of call center when appropriate staffing was completed.
• Secured funding and coordinated site selection, lease and build out of 60,000 sq. ft. American Airlines Cargo
reservation center valued at $15 million. Directed meetings with AA departments to ensure compliance, as
this joint venture was a first for the airline. Coordinating with city, county and school officials, won
approval of abatements totaling over $750,000. Project finished on time and under budget.
L.L. BEAN, Freeport, Maine March 1981- June 1990
Major catalog and retail firm with $1 billion in revenues.
Budget Analyst
Responsible for full financial analysis of three major operational areas representing $300 million in expenses.
• Managed effort to consolidate, analyze and prepare budget for Telemarketing/Customer Service
Operations and Distribution. Monitored results and proposed changes on an ongoing basis.
Supervisor of Telemarketing
Organized and trained teams of agents to handle forecasted call volume efficiently. Direct management of
associates for order fulfillment processing. Staff would fluctuate upwards to 300+ during holiday season.
• Reorganized area into effective team concept thus reducing problem resolution turn around and improving
productivity with lower average hold times.
Network Coordinator
Retail Sales
EDUCATION AND TRAINING
University of New Hampshire's Whittemore School of Business and Economics
Masters of Business Administration, 1987
University of Southern Maine
Bachelor of Arts, History, 1978
Dale Carnegie Effective Speaking and Human Relations, 1991