The document is a professional summary of a highly skilled leader experienced in customer service management, human resources, and call center operations. It outlines key roles and accomplishments at Grainger, including improvements in customer satisfaction and team performance through effective coaching and process management. Additional experiences in HR and retail management are highlighted, showcasing a track record of exceeding sales goals and managing large teams.

1. Professional Summary: Highlyskilled leader with a diversebackground inCustomer ServiceManagement, Human
Resources and CallCenter Leadership.An expert inChangeManagement, Collaboration,Innovationand leading
virtualExperience:
Contact Info:
2620 S Danube Way
Aurora, CO 80013
270-272-7004
alh252@gmail.com
Education:
B.S. HumanResource
Management
Regis University
Additional Skills:
Microsoft Office Suite
SharePoint
SAP
Cisco
Impact 360/Blue
Pumpkin
Avaya Systems
Verint Systems-
Coaching Advantage
Plus
WebEx
Google Apps
Amy Hansen
Professional Summary: Highly skilledleaderwith a diversebackground in Customer Service Management, Human Resources and
Call CenterLeadership. An expert in Change Management,Collaboration, Innovation and leading virtual teams.
Experience:
Grainger (October 2006-present)
Deployment SupportSpecialist(January2016-present)
 Invest in stabilization ofdeployments and driveaccountability for stabilizationandadoption.
 Instituteprocesses for thedistribution,communicationandanalysis of deployment performancemanagement andstabilization.
 Analyze projectdata to discoverrootcauses anddeterminechanges to processes orneed for futureprojects.
 Create process flow charts, supporting workinstructions, job aids andcommunications to all levels ofleadership andteammembers.
Customer Experience Coach(January 2011-December 2016)
 Monitor and coach roster of55 team members virtually improving the customer serviceand success withcompanyinitiatives from
83% to 95%.
 Constructanddeploy 3 new company initiatives that improved customer servicesurvey scores by 8% nationally.
 Develop and implement StandardWork that resulted ingaining two hours perweek for additional coaching ofteam members.
 Create and deliver training onnewnationaldeployments for 400+teammembers. Allteam members trainedwithin6 months.
Quality AssuranceAnalyst, Grainger (October 2007-January2011)
 Evaluated40ContactCenter team members virtually to gainconsistency in customer service andreducing averagehandle timeby
10%.
 Partnered withtheWorkforceManagement team toanalyzeand implement improved staffing patterns togain 6%in company
servicelevels.
 Developed Customer Serviceinitiatives that ledto anincrease of4%in CustomerSurvey Scores.
 Created Contact Centercontingencyplans thatprovideda quickerreaction timetoemergency situations.
Sales Team Lead, Grainger (October2006-October 2007)
 Supervised 10ContactCenter team members in customerserviceroles andtransitioned toteamof20 covering ContactCenter and
Counter Sales roles.
 Delivered performance improvement plans to team members toreduce turnover and increaseemployee engagement surveyscores
by 7%.
 Analyzed andcommunicated phonestatistics to alllevels ofmanagementto improve standarddeviationto less than 5%.
 Created employeeperformance improvementplans withongoing meetings to ensure accountability
 Audited business operations in 10facilities to measurecomplianceto company standards and improved audit scores toa 92%
average.
Denver PublicSchools, Human ResourceScreener (January 2013-October 2013)
 Prioritized resumes for core teaching competencies
 Screened applicants by conducting initialinterview
 Delivered hiring recommendations onover300teaching applicants
Aeropostale, StoreManager (December 2005-October2006)
 Managed $3Million clothing storein alloperations and customerservice
 Performed allbenefits, compensation and payroll needs for 15employees.
 Exceeded sales goals by 3% andreducedoperating expenses by 6%.
 Developed and heldemployees accountableto performance improvementplans.
 Provided orientation and training tonewmanagers .
David’sBridal, General Manager (November 2003-December 2005)
 Managed $10 Millionbridal store in alloperations andcustomer service.
 Provided allbenefits, compensation and payroll needs for 30 employees in commission sales and alterations.
 Developed and conducted weekly training toexceedcompany standards.
 Grew sales 20%exceeding sales goal within6 months.
Talbots, StoreManager (December 1996-November 2003)
 Managed several stores increasing involumefrom $2-5 Millionwith 10-20employees.
 Managed all benefits, compensationand payrollneeds as wellas conducted performanceimprovement plans and annual merit
reviews.
 Developed and delivered managertraining on feedback and coaching annually.
 Created the Customer RelationshipProgram thatresultedin a 12%increaseinsales and improved customerloyalty.
 Awarded Manager oftheYear in2000.
 Assisted inHR Mediations withother storelocations.