Jocelyne Mehou Loko

Headed a team of 20 workforce specialists (including 3 Managers) with accountability to support four call centers with Intraday and scheduling management in order to meet service levels objectives. Also responsible for the internal communication and ongoing delivery of the business plan for the Workforce Management department.

·Initiated a clear and consistent communication process allowing for a solid and effective support to the call centers

·Established action and contingency plans to assure ongoing attainment of service levels

·Simplified the decision process by refining the capture of data and reporting process

·Influenced senior management to implement a critical long term plan in order to support one of our internal clients who were governed by very aggressive CRTC service level objectives

·Facilitated the sharing of information within my team by implementing bi-monthly meetings

·Increased the motivation of my team by developing an annual recognition programme for non management team members

Leaded a team of specialists accountable for the smooth delivery of various marketing initiatives within the Sales and Support teams.The team was accountable for representing the operational teams, analysis of potential impacts, partnership with marketing for the roll-out of the initiatives, and operational process improvement.

·Contributed to optimizing the coordination of marketing initiatives by the establishment of clear processes and methodologies within various stakeholder groups (operations, training, provisioning, support and marketing)

·Participated actively in the establishment of a Channel Marketing team who were to act as the gatekeeper and oversee the smooth implementation of all marketing initiatives

·Optimized the project management for major marketing initiatives by piloting a mechanized tracking process to assure uniform and consistent delivery of various projects

·Accelerated “quick hit” projects by assigning them to a specialist (offers, pilot projects, communications)

·Improved team cohesiveness and synergy by initiating an innovative and relevant intranet site for the team

·Created a centralized Marketing Calendar for all initiatives addressing the Business Sector

Headed a team of 7 managers accountable for the implementation and support of various marketing initiatives within the Quebec and Ontario Business Market.Also accountable for the development of processes, standardization of support and delivery tools for marketing initiatives.

·Promoted to Associate Director and recipient of the Quarterly Performance Excellence Award (Q3-2004) by the President of the SMB Market for Bell Canada

·Increased sales and productivity performance by the consolidation of direct marketing list management

·Implemented a pilot programme for marketing initiatives to test their effectiveness prior to full deployment

·Assured the successful launch of emerging products and more complex marketing initiatives by delivering targeted training, refresher positioning and informal presentations

·Facilitated the partnership between Marketing, training and the operational teams by initiating frequent “informational” sessions

Accountable for the implementation of various offers and service initiatives for the SMB market within Bell Canada.This involved:detailed planning, positioning documentation for the front line agents, direct marketing list planning and implementation of the communications plan.Was also accountable for the tracking of the offer performance, identification of any potential risks to target achievement and the rapid implementation of remedial plans as necessary.

·Recipient of Vice President’s Marketing Award (2000 and 2003)

·Introduced new e-commerce solutions within the business market by improving the product through to customer delivery process and the development a coaching/training support model

·Delivered revenues of $6M by leadingmajor pilot initiative (redesigned e-com strategy) – increase of 28% revenue per call

Supervision and support of a 15 person telephone sales team within the SMB sector who were charged with the promotion of sales and services for the business customer base.

After 2 years as a front line representative (1995-1997) after demonstration of strong leadership attributes – was promoted to the role of Manager

·Recipient of the Manager of the Year - Annual Performance Excellence Award (1998)

·Was able to overachieve on objectives due to focus on motivating my team and a solid partnership with the Marketing team to build offers and tools to attract our clients

Accountable for the supervision, support and management of a 6 agent Telephone Sales team who ensured the promotion of the Telephone Registry for the Construction Association of Quebec as well as the sale of prime advertising space within this book.Was also responsible for the coordination of various direct mail campaigns, database management, after-sales service and collections activities.

·An increase of 20% sales performance by improving customer targeting and increased training for the agents

Lead the Lasalle branch of 10 sales professionals promoting weight loss solutions as well as specialized food as well as personalized weight loss plans.

·Created an innovative and personalized sales approach which allowed the Lasalle branch to reach a record sales record (weekly) and be amongst the top performing branches in Montreal