From service operations to enterprise platform ownership

I started in relationship management, where I worked directly with financial advisors in a regulated environment. In April 2020 I was promoted to Advisor Services Team Lead. I led and developed a 15-person service team. In those roles I saw the things that decide how a service operation performs: what advisors needed, where handoffs broke, how staffing met demand, and which constraints shaped the work.

As team lead I made staffing recommendations, handled high-risk escalations, and presented quarterly service results and priorities to senior leadership. In that period I earned two Innovator of the Quarter awards for two small tools: an SLA calculator and a Salesforce case peer-review process.

As an analyst I built cost-per-contact, utilization, capacity, and forecasting models for the service operation. They were used to right-size staffing for the core service team and to set up a recurring staffing process for new-hire class size and timing.

With Finance I built the business case for modernizing the contact center. It covered hurdle rate, NPV, CapEx/OpEx, and four-year economics, and modeled 9 to 9.5 FTE of capacity and about $100K a year in third-party support savings. I ran the cross-functional UCaaS/CCaaS RFP across Service, Sales, IT, Data, Legal, Compliance, and Security. As part of the RFP, I turned operating needs into requirements, acceptance criteria, and statements of work.

I established and chaired the 11-member Phone System Governance Committee. Product and service enhancements to the phone system required the committee's unanimous approval, so before anything changed I had to build agreement across the groups represented on it.

I helped lead the business side of the UCaaS/CCaaS modernization, then moved into product ownership of the broader service platform. The modernization replaced a legacy Mitel environment with a Salesforce-integrated Vonage Contact Center. The broader service transformation spanned telephony, chat, and email and came to approximately $3M in actual spend.

My part was requirements, call-flow design, UAT, launch readiness, change management, and adoption. Engineering, IT, the Salesforce teams, vendors, and business partners delivered the transformation together. The company recognized the work with its 2024 Hero Award.

In January 2025 I became product manager for the Salesforce service and contact-center platform, the one my former team worked in. I owned product direction and prioritization for about 250 users across Sales, Service, and Operations.

The first job was stabilization. Known post-launch defects remained across Vonage and Salesforce. I prioritized them with the teams, and we resolved them. We also improved routing, case management, and workflows, and rebuilt intake and prioritization with the Operations Advisory Board.

From there I set the platform roadmap. I led the successful initial pilot of Salesforce Chat inside the advisor portal and built its ROI model and investment case. I authored the Service Enablement strategy and AI roadmap, which covered self-service knowledge, intelligent routing, conversation analytics, and AI-assisted workflows. I also defined its success measures: handle time, first-contact resolution, NPS, cost per interaction, and self-service adoption. Early generative AI experimentation informed two technical proposals (RFCs) that I authored. One proposed an Agentforce knowledge-quality agent to support QA of about 2,200 knowledge articles under human approval. The other proposed a new high-net-worth engagement platform.