Lydia Booriakin

Reduced CS call abandonment rate from 36% to 5% Improved order accuracy from 84% to 94% Quarterly quality impact award for exceeding internal audit expectations Implemented EDI interface for order processing Intranet customer issues log designed, tested, implemented CS procedure manual completed Initiated daily & weekly process checks to reduce month end backlog Developed Intranet application for monitoring of Re-unite microchips Developed Credit / Return & pricing intranet workflow

Managed the Service Management & Customer Training teams Implemented operational strategy and process improvements supporting Major Accounts Implemented the CCH Publishing Retention Strategy, involving all Publishing units, Finance, Shared Services Achieved bulk book and special cover sales of $1.8 million Developed call campaigns and monitoring systems Achieved 34% increase in on-line training, while reducing costs of support materials Managed Field Sales Help Desk & Sales appointment setting teaM

Reduced Customer Service call abandonment 22% to 8% and av. queue from 2:54 to 0:53 mins Managed Maytag sales orders, credits, returns, deliveries and invoices (over 250 order lines per day) Reviewed processes and implemented changes Managed escalations – retailer issues, consumer issues with deliveries, orders, invoicing Tested all Order to Cash processes for SAP implementation Reviewed pricing practices & managed the pricing function Implemented web based order transmission from Sales and customer

Reduced the CS team from 6 to 4 by process improvements Introduced cross-training, developed CS procedures manual. CS DIFOT level 99.9% achieved Managed transition of over 200 SKUs btwn warehouses Implemented lead time & route scheduling improvements Instigated numerous IT enhancements Identified gaps in returns processing, developed procedure to correct. Managed, motivated team through 4 recalls, 2 w/h closures, 2 bus divestments, 2 bus amalgamations, 22 price rises, bus restructures

Simplified processing of credits, returns, complex hospital pricing Introduced monitoring of backorders, o/s deliveries, credits after identifying system problems Became company pricing authority for complex pricing requirements of Sales Managers Re-wrote company trading terms & developed new product launch procedures checklist Appointed to Sales Management Team Appointed member of task force to implement major business changes for entry to FMCG market. Overhauled CS office & system processes

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