The company provided websites for theme parks and tourist destinations in which guests claimed digital images purchased at the venues. Internet customer support requests remained higher than in other business lines. No online help or frequently asked questions (FAQs) existed.

Analyzed the most common customer support requests then developed help pages and FAQs for more than 30 websites.

The new help files led to a 40% reduction in internet customer support requests, therefore, minimizing the cost of support 40%.

The company signed a contract with Six Flags to offer photosystems and staff in eleven parks, the largest contract in the company’s history. This involved training more than 1,000 employees on photosystems, cameras, PDAs, and point of sale software in addition to training on how to staff, manage, and operate the theme park photo programs.

Authored technical manuals, user guides, job aids, and hardware / software procedures. Conceptualized and facilitated in-person and virtual training classes and projects. Trainees and project members included entry-level staff up to directors.

Successfully rolled out the program in two years. The company continued the Six Flags partnership for 12 years to date.

The company provided websites for theme parks and tourist destinations in which guests claimed digital images purchased at the venues. Guests needing assistance filled out an online form which then routed to a customer support agent. Agents reported difficulty in navigating the three software systems to access guest information, perform a search for images, and to reply to guests. Agents also needed to communicate with onsite theme park staff for escalations. The inability to access onsite photo databases without teaming up with onsite staff further hampered the problem.

Collaborated with an internal partner to build a case-based email tracking system with one-click text object response and problem / sub-problem data fields for data analysis. This also consolidated the three software systems into two. Worked with system engineering and field service to give direct access to local photo databases.

The functional upgrades led to a 30% increase in the resolution of support cases.

The company owned a proprietary photo exchange platform, the primary product sold. Photosystems ranged in scope from a single camera, printer, and computer for small operations up to 50+ networked computer systems in mega theme parks such as Disney, Universal, and Six Flags. To maintain a competitive edge, needed to continually improve the software and deliver enhanced products to partners.

Collaborated on new product development, technical quality assurance, loop feedback, and account management. Interfaced with internal and external customers and translated engineering into easy-to-understand terms.

Spent ten years of success in enhancing products and services.

Discovered a flaw in the software activity reports that significantly under-reported product counts containing royalty-bearing content by as much as 95%. Software engineering and executive teams did not realize the extent of the issue.

Researched the problem by placing orders for various photo products. Identified the glitch and showed software engineers the method to reproduce the problem.

Adjusted the reporting to clients before the end of the fiscal year, avoiding upwards of $50,000 in noncompliance fees.

Every year in November, the company needed to hire and onboard more than 1,000 seasonal employees. Initially, the staff completed new hire paperwork and sent it overnight mail to the corporate office as the firm did not yet adopt the use of electronic onboarding. Thirteen documents required completion prior to the new hire’s first day. This delay caused a shortage of staffing. The lack of any method to track the status of each person’s new hire package frustrated the efforts.

Designed an Excel-based system to track new hire paperwork progress. Human resources employees input data as the paperwork arrived at the corporate headquarters. The database created reports emailed twice daily to the more than 100 site managers, showing the current status of new hires.

As a result of the tracking system, the company enjoyed a $50,000 estimated savings as well as an increase in sales.