ELLAINE G. LEGASPI

• Delivery lead for the Revenue Cycle Management workstreams - Follow Ups and Technical Denials across Tenet and Commercial accounts
• Streamlined operations and removed non-value add activities when working on assigned inventory reducing waste by about 5%.

Business unit head for the group life insurance and voluntary benefits contact center of one of the top insurance providers in the US with a direct oversight across Manila, Cebu and San Antonio sites

• The contact center is the primary channel for any policy servicing requests or activities for the group life and supplementary health insurance members such as policy modifications [ex. Change or add beneficiaries], updating coverage, premium adjustments, cancellation and reinstatements, adding riders [i.e. accident and critical illness coverage].
• Successfully led the transition of work from another vendor and onshore in a span of 9 months through upskilling across 10 different skill groups.
• Responsible to deliver across key contractual obligations on quality, voice of the customer and efficiency as well as ensuring project’s profitability.
• Team recognized in the firm-wide A-List Awards for top performers of FY22.

• Business unit head for the Customer Support teams spanning across 3 groups within At Home Solutions [Home and Hospice Care, Home Medical Equipment, Edgepark]
• Channels supported are online, web, email and inbound phone support.
• Vendor lead for the outbound sales campaign of Edgepark.
• Successfully migrated the Home and Hospice Agency business from St. Louis, MO a month earlier than expected.
• Transition lead for the Edgepark expansion of 105 FTEs. Awarded Best Manager across the site for FY20.

• Serve as the business unit head for the Order Processing (Insurance Verification, Medical Documentation and Prior Authorization) and Revenue Cycle Management (Appeals, Follow Up, Eligibility, Expeditor and Credit Reporting) department of Edgepark [Cardinal Health At Home].
• Team size totals to 250 FTEs excluding 10 supervisors, 10 leads and support staff [Training, Quality and Reports].
• At Home business unit was the best performing across Cardinal Health for FY19 revenue goals, wherein Manila contributed to 55% of the overall total volume. This was achieved through the following: (1) Overall productivity increased by 5% (2) Continuous Improvement and Automation initiatives yielding cost savings on FTEs.
• Consistently better accuracy rate against onshore (99% Manila vs. 97% onshore).

• Serve as the business unit head for the contact center supporting multiple channels: email, inbound voice and chat.
• Team size totals to 150 FTEs excluding 2 Operations Managers, 8 Team Leaders and support staff (Training and Quality).
• Establishing the training framework for new hires and maintaining minimal attrition rate at 3% YTD.
• Drive workflow and systems enhancements to reduce handling time by around 30 seconds or more per transaction.
• Saved a total of $1,200/ month on tools cost by forming a dedicated team to handle back office and email contacts.
• Cost save of $6,000/ annum by coming up with a policy around issuing account credits and closing the loop through a monitoring process.

• Manage four lines of business namely: Risk Underwriting Verifications team, Inbound Customer Support team, Welcome Calls team and Telesales team (total of ~50 FTEs).
• Closely partner with Risk and Anti Fraud teams in mitigating possible losses triggered during initial loan review.
• Established internal SLAs that drove the reduction of the complaints resolution TAT to maximum of 48 hours.
• Established a sound change management process that includes ensuring proper procedural documentation is in place.
• Expansion of role as Customer Experience Manager driving centralized company-wide continuous improvement efforts to drive customer loyalty.

• Serve as the lead for all offshore operations (Manila and Bangalore) for one of the business units of a top UK bank.
• Drive the performance of the team consisting of 200 FTEs under 9 supervisors within the Payment Protection Insurance (PPI).
• Lead 3 sub-departments in PPI namely: Screening and Postal Logon (150 FTEs); File Attachment (30 FTEs); Payment Information Request (20 FTEs).
• Performance measured against Internal Quality standards, Productivity, Service Level Agreement, 3rd Party Errors and Compliance to Government –mandated regulations. Consistently exceeded all targets month on month.
• Implementation of continuous improvement ideas geared towards optimizing efficiency such as the automation of certain steps in the process resulting to cost save on headcount amounting to 61,000 GBP per month from July onwards.
• Non-compliance reported at 1% or less per month due a strong governance structure in place on capturing 3rd Party errors before it reaches the end users (customers).
• Among the highest retention rates across the business with less than 3% attrition with cost save amounting to approx. 20,000 USD for the year.

• Drive the performance of the cluster consisting of 85 FTEs under 7 supervisors within Chase Auto Finance Customer Service and Account Research.
• Led 3 sub-teams namely: Call Center Support (60 FTEs); Credit Bureau (10 FTEs) and Monetary and Non-Monetary Research (15 FTEs).
• Performance measured against Internal Quality standards, Productivity, Service Level Agreement, 3rd Party Errors and Compliance to Government –mandated regulations.
• Cluster garnered highest Customer Satisfaction survey score returns at 84% against target of 80% on both outbound IVR and email channels.
• Led cross-functional remediation efforts on credit reporting of repossessed then redeemed vehicles and direct check processing/ check payment over the phone including re-engineering the BAU structure around governance and controls.

• Managed a total of 18 data entry analysts under the Remittance Processing Services sub-group.
• Drove the team’s performance as measured against the following KPIs: Productivity, Encoding Errors and Mispost Errors.
• Highest accuracy rating by having the lowest encoding and mispost errors (10 errors out of c.648,000 checks processed per month).