Bri Sieber

Recruited as an Technical Product Manager to manage Operations team and newly created Technical Production team in a company pivoting from tangible products and in-person experiences to a digital first strategy. Streamlined Delivery Operations SOPs, grew the technical production team, and designed, iterated, and launched the company's first established Technical Customer Support team.

In 2021 the department was split into Client Success and Service Delivery (housing Operations, Technical Production, and Technical Customer Support). As Director of Service Delivery, oversee strategy, development, and management of department including budgeting, advising on areas of possible improvement to reduce costs and service delivery times, create performance leveling for all roles within the department alongside HR, serve as liaison to manage operations for unique client needs, lead internal and external site team meetings, and coordinate among multiple external stakeholders to gain consensus on major project milestones and prioritization goals. Work cross-collaboratively to modernize processes from sale to product delivery. Act as the Subject Matter Expert (SME) on operations, customer feedback, and all virtual delivery platforms. Regularly contribute to the creation of business requirements, testing, and roll out for Product, Tech, Global Sales, and Enterprise Business Teams. Manage two key vendor relationships.

Key Accomplishments:

Service Delivery Team

• In 2 years, grew team from 1 manager and 8 full time employees to 1 director, 3 managers, 1 team lead, 8 full time employees, and 25 PRN employees.
• 2 year growth of Technical Production Team decreased company's reliance on outside vendor by 70%, resulting in ~$500K savings.
• Built companywide trust in Technical Customer Support team to drive long standing behavior change, resulting in transition of 283,431 hours of support and client enablement focused work from Sales and Client Success teams in its first year.
• Implemented client facing intake form and emergency hotline number for outside business hours needs.
• Established cross-functional shadow program.
• Resolved employee conflicts, actively listening to concerns and finding appropriate middle ground.
• Reduced process bottlenecks through employee training and coaching
• Built out SOPs and team expectations for working in remote environment.

Process & Collaboration

• Developed infrastructure for operators to easily return incomplete requests, decreasing key point of agitation from employee satisfaction survey, resulting in increase in first time correct submissions from 85% to 95%.
• Launched Technical Customer Support CSAT with consistent NPS of 80+.
• Led out on CRM transition of multiple teams from Jira to Salesforce, self-teaching Salesforce Designer, Developer, and Administrator roles to push project to completion in light of internal personnel changes.
• Launched self-scheduling platform for Technical Production Team, allowing PRN employees to manage their events directly, eliminating three extra touch points per session.
• Project managed reactionary virtual event delivery platform switch from Adobe Classroom to Zoom, affecting hundreds of events.
• Identified incorrect billing by vendor, resulting in $130K refund.
• Managed Client Success team in addition to Service Delivery during first week of company re-brand and product refresh launch due to unexpected PTO

Took a step back in title to gain experience on an established Learning and Development team supporting Driver Network and Market Operations. Inside a year was approached by the head of Driver Network engineer a new role focused on strategic development of delivery partner skills to increase speed and quality of delivery. During the next 1.5 years, collaborated with B2B Marketing, Product, Care, Tech, UXR, Legal, PR, Market Operations, and Finance to drive innovation for both team and customer experiences including contact-free delivery, virtual restaurants, and unresponsive diner. During the first six months of quarantine, acted as key stakeholder and SME in a chaotic reactionary environment to support the shifting local requirements and needs of delivery partners to keep them safe. At the same time was part of

Key Accomplishments:

Department Merger

• Member of a four person team that merged two departments into one.
• Designed, tested, and implemented a CRM shift of inbound written inquiries of ~300K delivery partners from geo-specific support team of 115 front line specialists working in Gmail to centralized support team utilizing external driver intake form and internal ticketing system in Zendesk.
• Transition resulted in new invaluable data and development of automating responses to 70% of total volume of inbound requests.
• Created SLAs and CSAT survey for customer experience and used data to promote business critical customer inquiries, resulting in historic 1K+ customer re-activations in a single week.
• Partnered with Finance to build Tableau dashboards for department wide visualization of benchmarks and metrics.
• Post transition, customer NPS Score rose above 60.
• Acted as SME to 3 other teams in redesigning their process to mirror department's newly created one.

Other

• Worked with product, marketing, legal, and PR to ensure customer safety and security during COVID-19 pandemic.
• Launched first delivery survey & follow up process resulting in new customer NPS increase from 44 to 56.
• Produced and facilitated blended in-person and online training program, shifting employees from one internal platform to another.
• Developed and maintained Grubhub's driver help center and new driver onboarding e-learning program for company's Independently Contracted Delivery Partners (Drivers).

Started as a non-traditional Recruiting Associate in North American Financial Services department creatively sourcing and converting leads to Council Members to support an $18M book of business across 48 Hedge Fund clients. By delivering top quality Council Members, was encouraged to work on passion project to grow the department's training program. A year later, approached by the Professional Services Firm department to develop an end-to-end Junior Associate onboarding program. After designing, launching, and scaling a successful program for multiple new hire cycles in Austin, New York, and Dublin, was approached by the EMEA team to bring the program to London. During the first few months in London, the company underwent an executive change, priorities shifted, and the EMEA program was effectively shut down.

Key Accomplishments:

Junior Associate Onboarding Program

• ROI: Program exceeded goal, reaching 108% completion and created unexpected revenue of $200K.
• Designed and facilitated blended five-module new hire onboarding program with accompanying certification and continued learning segments, post completion.
• Developed global resource library to house best in class methodologies through shared templates, reference guides, instructional videos, and other supporting materials.
• Established incentive program to increase strategic client deliverables and employee retention.
• Created complex data analysis tool through Excel to track and forecast metric goals & then partnered with Business Intelligence to create multi-functional consumption report to analyze data.

Other

• Stakeholder in cross-collaborative creation and integration of tool designed for external end-users to set consultation rates which saved GLG ~$3.5M over first 2 years. Drove communication,implementation, and training of tool to internal stakeholders across 22 global offices.
• Developed training & assessment process for phone skills, managing schedules and logistics of 110+ participants across 6 teams.
• Balanced competing priorities across 12 internal clients both on site and remotely.

Brought joy and magic to Guests while mainting hyperfocus on safety. Developed operations, strategy, and training skills by working multiple roles in attractions, and food & beverage. Directly trained fellow cast members, and worked with various training departments to continue developing training programs. Honed customer service skills by working at Guest Relations offices in various theme parks. Supported guests in the transition from legacy experience (turnstiles and paper fastpasses) to a technological experience (MyDisneyExperience App and MagicBands).

Locations include: The Great Movie Ride, Kilimanjaro Safaris, ESPN Wide World of Sports, Main Street Bakery, Guest Relations, Trainer Support Office, and Disney Vacation Club Call Center.

Key Accomplishments

• Drove associate satisfaction through leadership of Recognition Team, fostering an environment of highly motivated employees and a culture of strong teamwork.
• Team member of supervising staff, responsible for 3,500 Guests and 60 associates hourly in operational efficiency and Guest service.
• Opening team trainer for inaugural Starbucks partnership at Walt Disney World.
• Redlined & reshaped processes at multiple locations.