Maria T Feay Senior Operations & Customer Experience Executive | Learning &

Senior Director, Operational Learning and Quality

Quantum Health

Mar 2021 - Current (5 years 7 months)

Strategic leadership of all operational learning including clinical and navigation advocacy along with quality coaching programs across clinical and non-clinical teams which supported growth from 1200 to 2500 employees.
• Lead strategic scale and execution efforts across all onboarding and overall learning experience for Clinical and non-clinical personnel.
• Enhance the member experience through onboarding, enrichment and overall programs.
• Support product and technology learning needs.
• Overall strategic vision for improvement through data analytics and trending of quality and training metrics.
• Overall strategic leadership/thought leadership across groups as a Senior Leader.
• Mentor within various groups

Director, Center of Excellence Learning and Development

Cardinal Health

Oct 2017 - Mar 2021 (3 years 6 months)

Oversaw the Customer Experience Academy which included leadership training, functional training and development for all Customer, Patient and Support areas of Cardinal Health supporting 10,000 employees.
• Built and fostered relationships to strategize problem resolutions and performance improvements.
• Led efforts across Sonexus, Customer Support Services, Cardinal Health at Home and Manila operations to include sales, operations, and nuclear pharmacy.
• Built programs to support efforts across groups and leverage throughout the COE.
• Coached and developed various levels of learning leaders.
• Mentored throughout our organization for leadership and influence.
• Coached and facilitated Gallup’s Strengths finde

Director, Customer Support, & Acting Site Director

Cardinal Health

Dec 2012 - Oct 2017 (4 years 11 months)

Responsible for leading the learning and quality of all contracts and pricing personnel and customer service functions within Cardinal Health which encompassed over 12,000 employees.
• Direct learning and quality teams to assist operations in servicing our customers
• Implement a quality program across all of customer care shared services incorporating speech analytics
• Governance over Business Process Outsourcing efforts
• Manage site activities including disaster recovery, staffing and risk management
• Consistently drive process control and change through all customer support services worldwide
• Facilitate new methods of learning to include e-learning and just in time learning options (eLearning)
• Ac

Quality and Customer Loyalty Manager

Cardinal Health

Jun 2010 - Dec 2012 (2 years 7 months)

Responsible for internal quality and customer loyalty for customer service support (two facilities with 1000 employees) which includes measurement, metrics development, and analysis.
• Revamped entire evaluation process for internal quality
• Led management team to action around customer loyalty
• Development of improved processes around customer service and the customer
• Liaison between corporate location and customer service facilities
• Various other functions including representing customer service with local organizations as well as State and regional chamber meetings.

Donor Recruitment Manager

United Blood Services

Jan 2007 - Jun 2010 (3 years 6 months)

Responsible for management of donor recruitment throughout the Las Vegas Valley which included fixed site donations, personnel, quality, and day to day operations leading 100 staff.
• Achieved red cell and platelet goals almost every month since start of employment
• Campaign management which has resulted in improvement of ahp, and productive donor rates against callable records and leads
• Raised employee satisfaction to its highest level for department
• Various other functions including filling in for Director for meetings, operational activities and representing to media and sponsor groups during promotional events

C

Global Performance Director

Clientlogic Corporation (SITEL)

Oct 2002 - Jan 2007 (4 years 4 months)

Responsible for Quality and efficiency for 24 facilities within North America and India, Mexico, Panama, and Europe. This included measuring quality monitoring, metric development, auditing and COPC-2000 certification.
• Brought down costs in facilities by 40% through the implementation of COPC requirements.
• Gained 30% more business based on the internal initiatives for efficiency and process development.
• Monitored all Key Performance Indicators both internal and contractual for continuous improvement.

Maria T Feay

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Maria T Feay

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