Jay McKey

Customer outreach in the States and Manila was failing Customer Satisfaction surveys month after month for 9 months. I was a Business Analyst and project manager at the time and was tasked as being the SME on customer experience and resolution

(1) Meet with Leadership to identify key issues
- Not enough proper and genuine meetings
- No rapport development
- Not asking open ended questions to e pose spoken and none spoken concerns
- No anticipation of unspoken resolutions
-… Show more

Customer outreach in the States and Manila was failing Customer Satisfaction surveys month after month for 9 months. I was a Business Analyst and project manager at the time and was tasked as being the SME on customer experience and resolution

(1) Meet with Leadership to identify key issues
- Not enough proper and genuine meetings
- No rapport development
- Not asking open ended questions to e pose spoken and none spoken concerns
- No anticipation of unspoken resolutions
- Not enough empathy or genuine sympathy
- Too quick to resolve issue and not enough active listening
- Not the Expert
- Too many call transfers to Escalations
- Not asking Enough Probing question
- Not inquiring if there are any other issues
- Not resolving issue in one call

My team and I outlined 9 steps that must be taken universally across all teams with not accept ion

Built training for agents and supervisors utilizing live calls as training tools for most sessions

Conducted supervisor meetings to collaborate on everyone using the 9 steps and not skipping one. This post work with mangers was very fruitful in being there to answer their questions

In the end 9 months of failing went to repeated moths of passing in the states and over seas.



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I was part of the U-skill Logo contest at Chase. The goal was to rebrand the U Skill logo. I worked with a pre-selected group of peers on this project. The goal was to work together to rebrand the logo with an already preconceived idea. I utilized my Project Management skills and AGILE approach to ensure that we heard all ideas and encouraged the courage to say, "No, that won't work." As the designer, I heard everyone out. I utilized my skill set as a graphic designer to rule out non-workable… Show more

I was part of the U-skill Logo contest at Chase. The goal was to rebrand the U Skill logo. I worked with a pre-selected group of peers on this project. The goal was to work together to rebrand the logo with an already preconceived idea. I utilized my Project Management skills and AGILE approach to ensure that we heard all ideas and encouraged the courage to say, "No, that won't work." As the designer, I heard everyone out. I utilized my skill set as a graphic designer to rule out non-workable possibilities and explained in simple language what would work graphically, inserting my ideas about the design. A combination of the t feedback and my expertise we came up with a solution that eventually won the contest. Later, our team consulted on the usage of the logo in its different variations. Show less

Analyze Survey Feedback:
Thoroughly analyze feedback from domestic and international customer service surveys to pinpoint common pain points and areas needing improvement.

Agent Training and Development:
Design targeted training programs based on feedback analysis. Focus on enhancing communication, problem-solving, and empathy for a streamlined one-stop-shop experience in phone interactions.

Update Knowledge Base:
Prioritize ensuring agents have access to an updated… Show more

Analyze Survey Feedback:
Thoroughly analyze feedback from domestic and international customer service surveys to pinpoint common pain points and areas needing improvement.

Agent Training and Development:
Design targeted training programs based on feedback analysis. Focus on enhancing communication, problem-solving, and empathy for a streamlined one-stop-shop experience in phone interactions.

Update Knowledge Base:
Prioritize ensuring agents have access to an updated knowledge base. Empower them to provide accurate information, boosting confidence in handling customer queries and positioning them as experts.

Implement Quality Assurance Measures:
Establish a robust quality assurance process to monitor and evaluate phone interactions. Regularly review recorded calls, provide constructive feedback, and recognize exemplary performance for consistency and continuous improvement.

Introduce Performance Incentives:
Implement performance-based incentives to motivate agents. Recognize and reward the top 10 performers, fostering morale and creating a healthy competitive spirit within the team.

Customer Feedback Loop:
Prioritize establishing a continuous feedback loop with customers. Encourage agents to actively seek feedback during and after interactions, enabling real-time adjustments to address concerns promptly.

Cross-Cultural Training:
Provide highly effective cross-cultural training for international customer service agents, resulting in more effective and respectful communication.

Regular Team Meetings:
Schedule regular team meetings as a platform to discuss challenges, share success stories, and foster a collaborative environment. This promotes a sense of unity among agents and encourages knowledge sharing.

Monitor Progress and Adjust:
Regularly monitor the progress of implemented changes on survey results. Adjust strategies as needed based on ongoing feedback and performance metrics Show less

This was a project that was self-initiated when I was first hired in 2012. The Collections team managers only disbursed scorecards once a month. The gap in that process is that agents did not have enough time, nor get enough reporting to understand where they were with their monthly KPIs in enough time, if needing improvement, to improve. Utilizing the reporting that all managers had access to, I built a DAILY SCORECARD that managers had access to and taught them all how to import the data… Show more

This was a project that was self-initiated when I was first hired in 2012. The Collections team managers only disbursed scorecards once a month. The gap in that process is that agents did not have enough time, nor get enough reporting to understand where they were with their monthly KPIs in enough time, if needing improvement, to improve. Utilizing the reporting that all managers had access to, I built a DAILY SCORECARD that managers had access to and taught them all how to import the data into the template to create a daily or weekly scorecard they could share with their employees. This was then adopted by TX, AZ, and OH managers. I was highly recognized for the improvement in all KPIs overall sights for this bit of ingenuity and managerial support. This changed the face of Collections improving KPI's in as little as 30 days. Show less