Donna Wieringa is a senior-level manager with over 20 years of experience leading customer service and quality assurance teams in the telecommunications industry. She has a track record of strategic leadership, operational transformation, and driving results through process optimization and automation. Her experience includes managing multi-site operations, developing high-performing teams, and improving the customer experience. She is currently the Director of Low Speed TDM Network Support at AT&T, overseeing four customer care centers handling over 1.2 million tickets annually.

1. DONNA WIERINGA
509 Barranca Trail, Lucas, TX 75098 • (214) 554-0029 • donnawieringa@yahoo.com
Detail-oriented, accomplished senior-level manager with a 20-year track record of successful strategic and tactical leadership
focused on quality assurance and the customer experience within an aggressive and competitive telecommunications market.
Visionary and creative with a positive attitude and an award-winning commitment to excellence. Expertise in managing
organizational change to achieve maximum results. Entrepreneurial leadership style with highly effective planning, organizational,
and communication skills as well as a creative solutions-oriented approach to strategy development and problem solving.
Demonstrated ability to instill a common vision while developing and motivating dynamic, high-performing organizations based
on trust and mutual respect. Global leadership and operational transformation of managed business customer support services
organization (500+ professional employees, 25 direct reports) across multiple, complex products/services. Principal member of
Strike Team executing M&A integration activities I was part of the task force that handled mergers and acquisitions to review the
PacBell, Ameritech, Bell South and SNET Mergers to summarize their customer base, document all support provided, tools
required, and all policies to integrate them into existing SBC centers. Available for travel.
CORE COMPETENCIES:
♦ Project Management ♦ Expense Control & Cost Reduction ♦ Contracting & Negotiation
♦ Billing Transformation
♦ Consulting & Data Analysis
♦ Benchmarking & Best Practices
♦ Customer Experience Improvement
♦ Database Creation & Maintenance
♦ Corporate Culture Change Agent
♦ Complex Problem Resolution
♦ Consensus Building & Teaming
♦ New Business Development
♦ Quality Assurance & Compliance
♦ Team Building & Strategic Leadership
♦ Cross-Functional Team Leadership
♦ Performance & Process Optimization
♦ Cultural Development & Integration
♦ Operational Start Up & Development
♦ Vendor & Subcontractor Management
♦ Tool Identification and Implementation
♦ Business Case Development
♦ Effectiveness Measurement
♦ Data Gathering and Reporting
♦ Profitability Improvement
PROFESSIONAL WORK EXPERIENCE
Director, Low Speed TDM Network Support, MIS & Legacy SBCLD, ASI, & BSLD Services
AT&T Dallas, Texas 2014-Present
Provide direction and leadership to four geographically diverse Tier 1, 2 & 3 customer care centers. Handling 1.2M tickets
annually with over 325 management, non-management and contract employees. Developed and implemented a monthly review
with the tools and Agile release schedule for automation enhancements with the Information Technology team. Established an
Innovation Forum to foster an associate-driven continuous improvement cycle and culture. Developed and implemented a
Mentoring Program for associates to increase retention. Matrix management of external suppliers and internal support
organizations including field services, engineering customer service and sales. Value-added proposition development securing
geographical, functional and technological scope growth including financial analysis development & approval, contract
negotiation & capability presentations with key customer executives. Support responsibilities included Global Voice and data
Enhanced Transport Services providing dedicated support to high-touch, high-profile customers with stringent contractual
service level commitments such as Apple, Wal-Mart, EDS and Lockheed Martin. Accomplishments include:
♦ Recovered ~$24M in lost annualized revenue through direction of the accurate billing project.
♦ Enabled more than $5M in annualized run-rate savings by transitioning Legacy services to centers of scale leading to the
closure of two low-volume support centers and reducing force by approximately 300 headcount and increased productivity
by 36% post in-source while meeting/exceeding service metrics.
♦ Introduced a portfolio of scalable tools to gauge employee productivity, attendance, and ticket quality. These tools are
used by our General Management Team to develop business unit strategies and by supervisors to track/gauge individual
employee contributions and coaching opportunities.
♦ Reduced Serving Bureau Time (center responsibility) for MIS tickets by 37% which led to shorter ticket durations and
improved customer satisfaction.
♦ Achieved post in-source productivity improvements of 36% through process optimization, automation and customer self-
service initiatives while meeting/exceeding service levels.
♦ Implemented end-to-end support model evolution within the Fort Worth CMC with Go Direct testing of Managed Internet
Services for both access and transport circuits.
♦ Accountability on projects, team members and stakeholders along with clear and transparent communication with all
stakeholders allowing the successful deployment of all projects for AVP.

2. Candidate: Donna Wieringa • 214-554-0029
Director National Data CPE Managed Services, VOIP, Advanced Solutions Frame & ATM Support Services
AT&T Arlington Heights, Illinois August 2003-2014
Provided direction and leadership for two geographically diverse customer care centers with more than 350 employees
responsible for producing $500M in annualized revenue. Created and developed the single point of contact Tier 1 support for
managed services. Strategic, low liability, high performance model supported by low cost, in-country resources powered by
guided workflows operating in a global, virtualized environment. Leadership of global Outsource and managed services network
operations (Voice over IP, Business Voice Over IP, Managed Wide Area Network, traditional voice services) for complex
Outsource, custom and standard business customers. Leadership of Lifecycle Management, transition and operations teams
including opportunity identification, solution development, implementation and service delivery, combining VoIP, data, voice,
specialized services and unique customer requirements. Aspects include strategic planning, operational/financial feasibility
analysis and integration of multiple organizations, tools/systems, processes, vendors and cultures. Customer experience and
relationship executive ownership spanning operational and financial elements, pre-sales through transition and steady state
service delivery. Consistently exceeded financial, contractual and operational targets year over year. Executed a Design & Build
out of 10 Million dollar showcase NOC. Drove customer focused results within the organization through proactive monthly
meetings and roadshows with key strategic partners’ leadership (Sales, Network Planning & Engineering, Marketing, Cisco,
Nortel, Telco etc.).
♦ Successfully reduced trouble ticket duration of Priority 1 tickets by 22%, 21%, and 30% within ASI SNET, ASI Midwest, and
DataComm respectively within the first year of appointment through building alliances and accountability checks with
networking partners to drive results leading to an improved customer service experience.
♦ Reduced Repeats R-30s (<12%) year over year through monthly analysis, feedback and reviews down to the equipment
failures allowing for further accountability and driving cost from the business.
♦ Implemented proactive quarterly feedback and evaluations for VIP/Service Executive customers. Delivered numerous
monthly and/or semi-monthly review meetings with VIP/Signature account CIO/CEOs covering topics such as: Detailed
ticket/event analysis review, Network Availability and associated SLAs, Chronic customer sites and Service support concerns
and/or issues, & successes and key learning’s from previous month(s)/quarter(s).
♦ Drove and executed against a strong training curriculum for the centers. This included having a documented training plan
for each segment of the business (Voice, Data, Service Management & Customer Support) and executing against those plans.
At the same time, balanced this plan against the financial goals established for the organization.
♦ Conducted 502 training sessions (23,763 cumulative hours) of engineering technical and procedural training throughout the
organization.
♦ Introduced the Virtual CCNA, CCNP, and CCIE labs to improve the resolution of complex customer troubles, improve
employee knowledge and enable an aggressive certification track.
♦ Marked improvements of key performance indicators year after year despite a 19% decline in workforce and a 13% increase
of support volumes.
♦ 99% reduction of ASI Billing Errors resulting in a cost savings of more than $225,000 annually.
♦ $8M savings achieved while simultaneously improving customer service experience with the on-shoring of MIS work from
Manila without increasing headcount.
Director Dedicated Enhanced Services Center (DESC)
SBC (AT&T) Internet Services Plano, Texas June 2000 – August 2003
Led, managed, and directed the Dedicated Billing, Provisioning and Technical Support organizations in service delivery; ensuring
that operations meet or exceed the business, operating, and financial goals of the company while maintaining and strengthening
internal and external customer relationships looking to expand the number and size of products supported. Developed and
measured key performance indicators for a start-up call center. Worked with partner organizations to prepare pricing, RFP’s
(Request for Pricing), and contractual terms (represent sales & operations views). Responsibilities included budget development
and maintenance, contract negotiation, contract adherence, forecast acceptance and implementation, exempt and non-exempt
staffing approvals, and moderate and manage all client meetings.
♦ Designed and built entirely new $8M support center within SBC Internet Services. Also developed of workforce and
business unit structure in addition to interviewing, hiring, training, and definition of performance metrics.
♦ Successfully integrated the customer support of two newly acquired businesses. Following the SBC acquisition of Ameritech
and SNET, traveled to core support facilities to attain core processes, tooling, and work with business leaders to establish a
fluid customer support transition strategy.

3. Candidate: Donna Wieringa • 214-554-0029
♦ Improved customer ticket compliance by 56% through development of compliance guidelines, implementation of training,
coaching, and accountability of customer-facing agents.
♦ Improved customer ticket compliance by 56% through development of compliance guidelines, implementation of training,
coaching, and accountability of customer-facing agents.
♦ Reduced customer escalations by 67% by establishing alliances with customer sales and service management teams and
conducting bi-weekly checks and balances sessions between teams.
♦ Achieved annualized savings of $1.1M through negotiating contract terms and renewal with our strategic outsourcing
vendors.
♦ Completed 380 Dedicated Internet Access training sessions (1,350 cumulative hours) of training throughout the DESC to
establish the foundation of our driving objective to deliver World Class Customer Service.
Operations/Project Manager
SBC Plano, Texas May 1999 – June 2000
Responsible for the day-to-day operations of the SBC Internet Services Tech Center Central and management of teams consisting
of up to 150 direct and indirect subordinates. Responsible for overseeing recruiting efforts, hiring, performance management and
career development. Created, implemented, and maintained multiple databases for a variety of sites. Development of business
requirements for multiple technology development projects. Represent the voice of the customer in all aspects of product
development & product strategies. Meet/Exceed departmental goals for customer/client service(s) and profitability goals, while
developing, managing, and measuring all standards and procedures for success within the group. Responsible for preparing and
delivering quarterly business reviews and preparing client invoices. Updated individual and team metrics to more accurately
measure productivity. Partnering with Network on service deployment and tools required to support products and customer
experience. Set priorities, and allocates resources for execution of the line of business strategy and achievement of performance
objectives including: financial performance, market share, production and delivery of market area support projects. Work with
upstream and downstream partners directing and approves new products and product features.
♦ Reduced unbillable customers by 29% by guiding team through validation of invalid billing telephone numbers (BTNs) and
establishing integrity of customer database billing records.
♦ Worked with my team to establish Individual Development Plans to help them map out their desired career progression
strategy and aligned training and development accordingly.
♦ Reduced daily credits issues by $1,620 through guiding my team through the process of validating and issuing credits.
Monitored, measured, and reviewed agent compliance in weekly one-on-one meetings.
♦ Improved teams average productivity ratings by 8% through established face-to-face coaching, mentoring, and training of
established procedures and key performance indicators (KPIs).
♦ Increased CAS team talk ration 118% and exceeded our team goal of 5.6 in all 3 areas of customer satisfaction.
♦ Reduced average handling time by 19% and Vantive trouble ticket compliance by 37% amidst a dramatic 78% growth in
support volumes.
SBC Workforce Management (WFM) Operations Manager
Stream International Carrollton, Texas April 1998 – May 1999
Daily call center workforce to load management, making real-time workforce/queue adjustments as necessary to effectively
manage volumes. Developed, analyzed, and distributed daily and monthly performance reports displaying actual to forecasted
volumes and performance. Collection and tracking of call volume and handle time data used in creation of short-term, long-term
forecasts of call volume and handling time for fourteen accounts and take action to meet contractual goals and retain a healthy
workforce to volume ratio. Make business decisions based on actual data daily to identify and determine vacation allowance
based on forecasted call volume and budgeted goals.
♦ Established a 23% customer retention rate through development of the CARE database and training all CAS agents in
effective customer service & support guidelines.
♦ Reduced customer credits/rebates more than $590,000 by introducing structure and accountability for enhanced customer
status/communications.
♦ Exceeded core team goals in all three (3) areas of customer satisfaction. Reducing average handling time of inbound calls
from 6.15 to 5.0 as support calls continued to increase by 78% during our peak season. CAS team improved talk ratio from
33% to 72% and Vantive compliance improved from 68% to 93%.
♦ Eliminated long hold times and ticket backlog with dynamic shift of staffing and alignment of personnel within 10 centers.
♦ Aligned schedules and support transfers with daily support volume trends of 14 accounts.
♦ Developed and delivered detailed analysis, drill-down, and trending reports to Directors of each center to enable accuracy
of forecasting, scheduling, and adherence.
♦ Work closely with outsourcing partners on queue management; call volume, and call distribution.

4. Candidate: Donna Wieringa • 214-554-0029
SPECIALIZED TRAINING AND EDUCATION
Bachelor of Science in Business Administration, Almeda University – Ft. Lauderdale, Florida
Richland College Star Core Program, Computer Science – Richardson, Texas
SMU, Cisco Switching and Routing, Southern Methodist University – Richardson, Texas
♦ 2016 Worldwide Association of Female Professionals
♦ 2015 Harvard Business Leadership & Development
♦ 2015 Workplace 2020 Advocate - Champion
♦ 2015 ATO Leadership Transformation Program - 2015 ATO Leadership Transformation Program
♦ 2015 Transformation Learning Series - Transformation Learning Series: AT&T Network Transformation Track
♦ 2015 Transformation Learning Series - Transformation Learning Series: Technology Transformations Track
♦ 2010 Six Sigma White, Yellow, Green & Orange Belt Certifications
♦ 2002 General Manager’s Camp
♦ 1998 Zenger Miller Leadership 2000 Certification
♦ 1996 Stream International Leadership Certification
♦ Managing Through People, Dale Carnegie & Associates Inc.
♦ Strategies For Winning, Carl Mays
♦ One Minute Management, Ken Blanchard Companies
♦ The Seven Habits of Highly Effective People, Stephen Covey Center
♦ Reengineering The Corporation, Hammer and Associates
INTERESTS AND AWARDS
♦ 2015 President’s Volunteer Service Award
♦ 2013 -2014 Service Ambassador
♦ 2013 Best of The Best Award
♦ 2010 Diamond Club Award
♦ 2009 Best of The Best Award
♦ 2008 Service Excellence Award
♦ 2007 Star Performer Award
♦ 2006 Presidential Spotlight on Success Award
♦ 2006 Commitment to Excellence Award
♦ 1996 Manager of the Year Award
♦ AT&T Project Management Network
♦ AT&T Women of Finance
♦ AT&T Women of Technology
♦ AT&T ASPIRE Mentoring