Contact Center Director

Team Leadership & Talent Development

• Directly lead three Market Managers (FCP/IPF, TMG/PFH, OFP): conduct monthly 1:1 performance reviews, set individual development plans, and hold managers accountable for team-level KPI performance and agent engagement
• Directly lead the Quality Manager: review monthly QA summary reports, approve program design changes, confirm calibration results are acted upon, and ensure QA independence is maintained across all markets
• Directly lead the WFM & Business Systems Administrator: approve weekly staffing plans, review forecast accuracy results monthly, and ensure ACD configuration governance is maintained
• Establish formal authority and accountability for the five Team Leads currently operating in an informal coaching-only capacity: define Lead scope of authority in writing, issue a Lead Handbook, and integrate Leads into the formal supervision and communication structure
• Partner with HR to build a contact center talent strategy: define competency profiles for each role, implement structured onboarding for new hires (≥ 80 hours pre-live per COPC 2.06), and establish a succession and internal promotion pathway from Agent to Lead to Supervisor
• Facilitate quarterly all-hands contact center communication: present organizational performance, strategic direction, and recognition — building engagement and organizational identity across the multi-market, multi-brand structure

Quality Assurance Oversight

• Sponsor the enterprise QA program across all contact channels: approve the evaluation framework, calibration methodology, and fatal error criteria for both voice and digital interactions; ensure the program meets COPC 4.07 minimum standards (≥ 4 evaluations per agent per month) across all markets and channel types
• Review the weekly QA dashboard and monthly enterprise QA summary delivered by the Quality Manager; issue written directives when QA scores fall below benchmark or when systemic patterns require structural intervention
• Approve all remediation plans for agents scoring below threshold for two consecutive evaluation cycles; ensure Market Managers are accountable for coaching follow-through
• Ensure QA findings are integrated into training content and Supervisor coaching practices; review training recommendations submitted by the Quality Manager and authorize action within 15 business days of submission

Workforce Management Oversight

• Approve the weekly staffing plan and schedule produced by the WFM & Business Systems Administrator before publication; ensure plans reflect current market priorities and initiative impacts
• Review forecast accuracy and adherence performance monthly; identify root causes of adherence gaps and assign corrective actions to the relevant Market Manager
• Authorize overtime usage above threshold; maintain executive visibility to occupancy rate trends across markets; escalate chronic understaffing or overstaffing patterns to the Executive Sponsor with staffing recommendations
• Own the HGBPO monthly headcount forecast submission (due by the 5th of each month per SOW §3(c)): confirm submission occurred, review forecast accuracy vs. actuals, and address discrepancies with HGBPO in writing

Vendor Management — HGBPO After-Hours

• Serve as InnovaCare's primary contract authority over the HGBPO relationship: own SLA compliance monitoring, performance review cadence, and escalation management per the executed MSA (September 2025) and After-Hours SOW (effective October 1, 2025)
• Chair the monthly HGBPO business review: review all contractual KPIs (SL%, abandon rate, CSAT, DSAT, schedule adherence, working rate), issue written performance notices for any metric below contractual target, and document all actions in the HGBPO performance log
• Ensure all contractual oversight obligations are executed on time: confirm Daily Operational Summary receipt each morning, Monthly Business Review receipt by the 5th, and invoice reconciliation against Dialpad login/logout reports before approval
• Escalate HGBPO contractual gaps to the Executive Sponsor and Legal: including the unexecuted HIPAA BAA, IP ownership clause (MSA §5(a)), absent termination-for-cause provision, and insurance deficiencies — and track remediation status
• Maintain HGBPO operational readiness: confirm escalation contacts are current and reachable, urgent patient routing protocols are in place, and after-hours handoff procedures are documented and tested quarterly

Technology & Systems Governance

• Serve as the operational authority for all contact center technology decisions: approve ACD configuration changes (queue, IVR, routing, skills) and digital channel platform changes before deployment; ensure no patient-facing system or channel configuration change is made without Director review and written approval
• Own the active technology and channel initiative portfolio: Dialpad Contact Center migration, WFM module setup, CC Pods OFP, NovelVox/Athena pilot, digital channel enablement, and any AI feature deployments (Artera, Elise) — ensure each initiative has a named owner, timeline, and success criteria
• Partner with the IT Lead and SVP IT on system integration priorities, uptime SLAs, and platform governance; represent contact center operational requirements in all technology decisions
• Review the quarterly ACD configuration audit produced by the WFM & Business Systems Administrator; approve remediation actions for any discrepancy between documented and actual system configuration
• Evaluate Dialpad AI feature maturity and readiness for deployment across all channels: approve or defer AI capability rollouts based on operational impact assessment for both voice and digital interactions; maintain a written AI governance log

Strategic Planning & Executive Engagement

• Develop and maintain a 12-month contact center strategic plan, updated annually: headcount projections, omnichannel technology roadmap, quality maturity targets, digital channel expansion priorities, and HGBPO relationship evolution — aligned to InnovaCare's organizational growth
• Produce the annual contact center operating budget: staffing costs, HGBPO vendor spend, technology licensing, training investment, and contingency; present to the Executive Sponsor for approval
• Serve as the contact center's primary representative in cross-functional leadership discussions: participate in clinical operations reviews, patient experience committees, and technology governance forums as the voice of the contact center
• Lead the contact center's participation in the FA-1 through FA-8 diagnostic assessment: serve as INT-01 (90-minute structured interview); ensure data submissions are complete, accurate, and delivered by deadline; implement findings from the improvement roadmap
• Prepare and present quarterly business reviews to the Executive Sponsor: include performance vs. benchmark, transformation progress, risk register, and resource requests — in the executive format already established for the Company President

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