Regina Rivera

Established processes and procedures to optimize Property and Lease Management Operations, ensure efficient client management, and maintain staff engagement

• Liaised with customers and security team to better understand customer needs and recommend appropriate solutions;
• Managed day-to-day operations to meet dynamic needs of the business;
• Introduced company events to increase engagement of staff

Enhanced the recruitment process to meet hiring demands

Coordinated company events that raised employee engagement

Introduced a performance evaluation tool to objectively evaluate employees

Improved salary structure to address overlaps

• Oversees the day-to-day operations of a 400-FTE email-support team (APAC and EMEA regions) for a large-scale US-based mobile technology company
• Provides guidance, direction, mentoring and coaching to 3 Operations Managers and 20 Team Managers
• Collaborates with Quality and Training in improving processes and up-skilling CSRs to achieve quality and CSAT targets
• Initiates team activities that are aimed at increasing people engagement
• Spearheaded efforts in setting up the Nesting Team through 3 Nesting TLs and 42 floorwalkers and close coordination with Training

• Managed the day-to-day operations of Cost Recovery and Dental Claims teams for a US-based healthcare client (180+ FTEs), making sure that weekly and monthly deliverables are met;
• Provided guidance and career counseling to three (3) associate managers, two (2) team leaders and eight (8) junior team leaders;
• Reviewed operational procedures and introduced improvements to consistently meet SLAs;
• Managed cost levers to ensure compliance with monthly target margins;
• Maintained regular touch points with clients to provide updates on the status of projects and discuss improvement opportunities;
• Sponsored engagement activities to maintain team’s commitment and dedication towards achieving targets and ensure low attrition rate.

• Effectively led the Project Management Office, ensuring optimized use of office resources (seats, laptops, PCs, etc.);
• Provided leadership with valuable information on IT/workplace requirements to aid in decision making;
• Facilitated movement of Manila folks to Cebu, as part of BCP-related migration plan;
• Coordinated efforts to establish a back-up site for Manila production teams.

• Provided support to Operations Lead through active involvement in Project Management efforts and Service Delivery (provider data management/enrollment) initiatives

• Provided valuable insights in formulating the company’s incentive/profit-sharing scheme for its Medical Transcription team based in Ortigas
• Collaborated on new business processes to offer to the UK and US market

• Developed Operations management staff for specific projects and ongoing operational needs.
• Assisted senior leadership in managing all aspects of operations.
• Ensure profitability from all accounts through careful costing and proper pricing

• Effectively managed Contract Services Division’s operations and consistently exceeded target GM
• Maintained good collaboration with US and European Sales team, which led to the expansion of our Research Services unit from 40 people to 90 people in less than 12 months
• Was able to win 2 lease abstraction projects more even after the exclusive partnership with a leading real estate software firm had already concluded
• Sponsored CIT projects aimed at improving productivity and quality
• Major responsibilities:
• 1. High involvement in P&L – working closely with Finance to ensure proper charging to accounts, monitored costs and profits per account/project on a monthly basis;
• 2. Overseeing the day-to-day operations of Contract Services Division (150-200 personnel)
• 3. Directing the activities of the division’s management workforce comprising 2 Project Managers, 1 Quality Supervisor, 1 Logistics Supervisor, and 9 Production Supervisors
• 4. Monitoring KPIs vis-à-vis SLAs
• 5. Coordinating with internal and external clients to ensure clear understanding of responsibilities and expectations
• 6. Designing the division budget and ensuring that costs are kept within the approved budget.7. Determining optimum staffing model for the division
• 8. Regularly examining processes to evaluate whether the best available techniques or procedures are in place
• 9. Developing and overseeing implementation and administration of division policies, systems and procedures
• 10. Preparing operational reports for senior management
• 11. Performance management through BSC and annual appraisals
• 12. Resolving any controllable issues that impact the division’s objectives

• Efficiently handled Library Services group (150 personnel), cross-training staff to prepare them to take on other responsibilities for new emerging services
• Successfully set up the lease abstraction team of 60 people, working closely with our client-trainer in testing and improving their newly developed abstraction platform
• In September 2004, visited SPi’s subcontracting facility in Vietnam to review the supplier’s hiring and training processes for their contract abstractors and agree on project pricing terms and related matters

• Led documentation efforts in preparation for ISO accreditation
• Managed the day-to-day activities of the Production Department – Initial Process, which was composed of 21 project managers and 900 production personnel;
• Major responsibilities:
• 1. Developing and tracking milestones of each project
• 2. Organizing and controlling production activities to ensure utmost productivity and quality in the most cost-effective manner
• 3. Developing forecasting methodologies that accurately predict when projects will be completed
• 4. Supervising workflow and fostering an environment that seeks to continuously improve processes and procedures
• 5. Constructively influencing subordinates by promoting an attitude of team work and commitment
• 6. Conducting periodic performance evaluation to provide feedback to subordinate managers
• 7. Communicating plans for teambuilding
• 8. Settling disputes and issues

• In December 1996, was assigned as ex-pat trainer for Innodata-Sri Lanka facility to determine the locals’ capabilities in handling typesetting jobs using Innodata’s in-house coding system
• From April 1997 to March 1998, was assigned as ex-pat trainer for Innodata-India facility, formulated and administered behavioral and technical training courses for new recruits, organized Typesetting and Conversion teams, and developed local production executives to manage the production teams

• Fostered lasting relationships with customers through effective communication and quick response, resulting in long-term loyalty and expanded client base.
• Developed production personnel and selected individuals for critical roles
• Monitored productivity and quality of production personnel