1. Cheryl Luchsinger
1408 Via Merano Street
Henderson, NV 89052
650-892-5424 (Cell)
702-617-0750 (Home)
lascluchsing@barclaycardus.com
PROFILE:
Seasonedandexceptionallyintuitivecustomerservice andsalesmanagerwithaccomplishedqualificationsincall center
managementandprofessional leadership. Displaysprovensuccessinmotivatingteamstomeetcompanygoalswhile
providingworld-classcustomerservice. Focuson cultivatingrelationshipswithall levelsof professionalsandenriching
personal andprofessional growthof employees.
PROFESSIONAL EXPERIENCE:
Barclaycard US, Henderson, NV January 2014 - Current
Team Manager
As a TeamManager, supervisesateamof Dispute byPhone Advisors,withafocuson motivation, mentoring, coaching,
and support. Implementactionplan strategiesforeachteammembertargetingindividual areasof growth toimprove
overall performance. Providedailycoaching, performanceanalysis, developmentsessionsandside byside/remote
observationstoensure agentsare performingatcompanystandardsanduncovertrainingopportunities. Manage
employeeattendance andpayroll toensure propercodingandpay. Serve as a resource foroperational policiesand
procedures.
AT&T, Las Vegas, NV October 2009-December 2013
Technical Call Center Manager and New Hire Bridging Manager
As Technical Call CenterManager,supervisesateamof 15-20 union-representedcustomerassociates,withafocuson
motivation,coaching,and,support.Developscoachingactionplansforeachteammember,targetingindividual areasof
neededgrowthvia"deepdiveanalysisonvariousmeasurementstoenable associatestomeetcompanygoalsand
utilize best-in-classcustomerservice softskills.Providesdailycoaching,developmentsessions,andside-by-side/remote
observationsaswell asmonthlyqualityreviewswitheachagenttoensure agentsare performingatcompanystandards
and uncovertrainingopportunities.Designsandmaintainstargetcalculators,enablingteammemberstoproject
monthlytargetattainmentandsetgoalsto remediate deficiencies.Providespositivediscipline uptoterminationfor
employeeswhofail tomeetrequiredtargetsorcustomerservice standardsandworkscloselywithattendance manager
to ensure all infractionsare documentedwithin24hoursof occurrence.
As NewHire BridgingManager,trainsnewassociatesinCode of Business,attendance policy,andcall centerguidelines.
Role-playswithnewhiresduringtrainingandbridging.Assignsnew hireagentstoteamsandpeermentorstoassist
agentsduringfirst30 days. Works closelywithmentoringteamstoclose gapsandbuildagentconfidence.Ensuresall
newassociatesgrasprequiredjobskillsandare heldaccountable fordefinedtargets.Workscloselywithmanagers
duringbridgingandtransitiontopermanentteam, providingaseamlesscoachingexperience.
AT&T, Las Vegas, NV August 2008-October 2009
Operations Manager - Attendance
Developedandmaintainedpayroll attendance records,call centerheadcount,andattritionreportson300 employees
for centerDirectorandAssociate Director. Conducteddisciplinarydiscussionsandterminationsforemployeesin
violationof companyattendance standards,workingcloselywithCWA representationandHR to ensure all discussions
were inline withcontractand impartial toemployee. Organized,developedagenda,andchairedbi-weeklyAttendance
Manager Call for 13-state territoryto enable sharingof bestpracticesandimprove attendanceandattritionresults
across the organization. TrainednewhiresinCode of Business,attendance policy,andcall centerguidelines. Trained

2. InternetAssistantson payroll system, GroupTime Reportingresponsibilities,19processing,andothercompanysystems.
CultivatedrelationshipswithHR/Staffingteamduring LasVegascenterramp-upandon boardingof new employeesfor
continuityof service.
AT&T, Redwood City, CA April 2007-August 2008
Manager – Network Services – Outside Plant Technician Team
Supervisedateamof 21 union-representedSpecialServicesTechnicians.Ensuredtechnicianshad sufficientknowledge
of jobskillsandtoolsviacoachingactionplansforteam membersandconductingof fieldqualityandsafety
observations.Handledcomplaintsandescalationstocustomersatisfaction;investigatedmisconduct/policyviolations
and managedattendance.Cultivatedrelationshipswithuppermanagementandpeersinmultipledepartments,
includingMarketing,Switching,Construction,Engineering,andNetworkOperationsCenters,toensure timely
installation/repairandimprove overallcustomerandemployeesatisfaction.
SBC Communications, San Jose, CA June 2003-April 2007
Sales Planning Manager
Researched,developed,andassistedinthe implementationof salestacticstoachieve businessunitrevenue and
expense goals.WorkedcloselywithSVPsandRVPsonresults-trackingandrevenue assurance toensure branchrevenue
was correctlyreported.Createdandmaintainedscorecardsandtrackingspreadsheetstoensure branchrevenue was
accountedforand developedcustomsystemqueriesforbranchanalysis.Developedandnegotiatedquotarelief and
breakage methodology.
SBC Communications, San Jose, CA February 2001-June 2003
Global Account Executive
ServedasActingSalesPlanningManagerfromJune 2002 - 2003, thenpromotedtoSalesPlanningManager.Asa Global
AccountExecutive,closed$12.4millionincontractedrevenueduringJanuary - May 2002 and achieved124%of $16.9
millionquotain2001. Responsible forthe trackingrevenue andinsuringaccountteamsare paidcorrectly.
SBC Communications, San Jose, CA January 1999-January 2001
Global Service Executive
AwardedPresident'sClub1999 for demonstrating"ExtraordinaryCustomerAdvocacy" and"WorldClassService".
DedicatedtoprovidingoutstandingService ManagementtoHewlettPackard,AgilentTechnologies,AppleComputer,
UnitedAirlines,andseveral otherGlobal Marketaccounts. Negotiatedwithall departmentsandlevelsnecessaryto
resolve customeroutages. ManagedprojectsandnegotiatedService Level Agreementsinconjunctionwithtariffsand
contracts.
IN SUMMARY: I have developedabroadexpertise duringmymore-thanthirtyyearsasa managerand customer
service expert.Ihave, however,particularlyenjoyedthe challengeof supervisingandmotivatingcall centerassociatesin
the work of providing world-classcustomerservice. Formore thantenyears at AT&T, I have beenresponsible for
bringingoutthe bestinmy team,through targetedtraining,team-building,andthorough,personablesupervision.As
Technical Call CenterManagerandNewHire BridgingManager,I was consistentlyrecognizedasone of the division's
bestassetsformy results-drivenapproachtocall-centermanagement,fromdevelopingindividual coachingplansand
holdingteam-widedevelopmentsessions,tomanagingflooroperationsandefficientlyresolvingescalatedcustomer
issues. Ihave become especiallyeffective inthisrole inlarge partbecause of experience asoperationsmanager,sales
planningmanager,global accountexecutiveandcustomerservice andcollectionsrepresentative.These positions
allowedme todevelopadeepknowledge of the company'soverall service andsalesmission;mymanagementstyle
therefore takesintoaccountall of the workingpartsthat playa role everycustomercall.Further,myyearsof experience
invariouscustomerservice associate rolesimpartedtome a first-handknowledge of whatmakesforasuccessful call
centerassociate. Iapplythisknowledge,alongwithathoroughunderstandingof myteam'sexperience,inall aspectsof
my trainingandmanagementduties.