Amy Timpanaro

• Launched a vertical growth platform and succession-planning framework to retain top talent and develop scalable CX teams, ensuring leadership readiness across support levels.
• When NPS lagged at 55% despite high call volumes, I introduced quality, occupancy, and FCR KPI’s and led weekly calibration workshops for our 100+ CSR team, driving NPS up by 35% and cutting customer complaints by 40%.
• Multichannel response times were inconsistent, I rolled out AI-powered routing and a self-serve knowledge base across phone, chat, and email, slashing average response time by 40% and boosting CSAT by 18 points.
• Escalations around complex orders were taking 72 hours to resolve, I established rapid-response escalation protocols and crisis-management training, halving resolution time and lifting post-escalation NPS to 87.
• Developed a comprehensive metrics program, insight-driven metrics program tied to customer journey milestones, enabling proactive resourcing and elevating service quality through real-time analytics.
• Built a Training & Quality Center of Excellence, owning support policy creation and SOP development while coaching managers to deliver empathetic, high-quality customer interactions; improved first contact resolution (FCR) by 19%

•       Customer experience lacked a unified vision, contributing to mixed feedback, I defined and executed a multi-year CX roadmap aligned to customer journey insights, partnering across Product, Marketing, and regional Ops to drive consistency and engagement, earning Newsweek’s #1 Best Customer Service award in 2024.
•        Vendor performance was uneven post-outsourcing, I crafted SOWs with clear SLA/quality clauses, onboarded three BPO partners, and ran 60-day compliance sprints, reaching 90% vendor compliance and consistent service quality.
•       Coached and developed a team of managers and team leads on analytics, coaching models, and best practices in escalations fostering a high-impact, succession-ready CX leadership pipeline.
•       Partnered cross‐functionally with IT and Product to deploy a new CRM and AI‐driven chatbot solution, reducing inquiry volume by 20% and accelerating digital adoption across markets.
•       Led structured recruiting and onboarding efforts for CX managers and agents, aligning talent selection with evolving support needs and culture fit.
•       Seasonal peaks created 15% budget overruns, I redesigned workforce planning and staffing models in partnership with Finance, achieving 98% SLA adherence and reducing labor costs by 15% on a $6M budget.

• Processing credit and refund requests was a manual, email-based workflow prone to delays and lost tickets, I was hand-picked to lead the integration of finance and customer-service workflows into Salesforce replacing siloed emails with a unified, trackable system, slashing request processing time by 87% and providing real-time visibility into every case.
• Frequent order errors and fulfillment delays were eroding customer trust, I developed and executed a strategic support roadmap aligning Tier 1–3 workflows with sales-order and order-to-cash processes, reducing order errors by 30% and improving on-time fulfillment by 25%.
• Rapid growth demanded scalable support and clear standards across geographies, I built and launched two offshore support teams handling recruitment, training, knowledge transfer, and KPI alignment, enabling 24/5 multi-channel coverage and boosting first-contact resolution by 22%.
• Oversaw global customer service & support operations supporting 1M customers and 180+ team members across 8 countries: responsible for QA, Training, case resolution, and workforce optimization. 
• Created and rolled out SOPs, QA scorecards, onboarding programs, and feedback loops to support skill development and performance management.
• Developed a 24/5 multi-channel support model and scaled escalation and account success pathways to support customer retention and expansion.

Promoted through Manager → Sr. Manager → Director

• Four distinct service teams operating independently under the Pharma business line were limiting growth, I unified them under a single leadership structure and standardized processes, supporting 32% revenue growth with zero attrition across the unified team.
• Near-expiry inventory was generating waste and lost margin, I launched a virtual warehouse program to resell near-expiry stock, reducing product waste and recapturing over $250K in annual margin.
• High transportation costs and slow delivery times were frustrating customers, I optimized our distribution network by consolidating routes and renegotiating carrier contracts, cutting freight spend by 18% and improving on-time delivery rates by 27%
• Oversaw inbound order handling, account intake, and call center team development.
• Developed intake scripts, escalation protocols, and new partner onboarding checklists. 

Promoted through Manager → Sr. Manager

• Fragmented operations across facilities led to inconsistent workflows and high overhead, I consolidated operations & facilities, aligned SOPs, and renegotiated vendor contracts for maintenance and services, delivering $5.25M in cost savings and streamlining processes without sacrificing quality.
• Legacy lab specimen-handling processes were error-prone and slow, I invented and patented two new handling devices and implemented them across sites, improving processing accuracy by 62% and reducing turnaround time by 80%.
• Inventory inaccuracies were causing stockouts and customer delays, I architected a Min/Max inventory control system and overhauled courier logistics, boosting inventory accuracy to 99% and enhancing delivery scalability during peak periods.
• Oversaw the employee lifecycle from recruiting and onboarding to performance management, disciplinary actions, and terminations ensuring a high-performing, engaged workforce