Launching a call center MVP from the ground up

A multi-site organization needed something it had never built before: a centralized call center. Elise helped design and launch it end to end, from the operating model and technology to go-live support, across all 18 sites in just one month.

  • 18

    Sites launched, covering the organization’s entire footprint

  • 1month

    Expedited timeline from build to full rollout

  • 50,000+

    Calls handled, reducing unnecessary volume to front-desk receptionists

  • 60%

    Transfer rate, down from 90% — a 30-point improvement

The challenge

The organization had never run a call center. Receptionists at every site were absorbing calls that didn’t need to reach them, and the new model had to work on day one while leaving room to grow.

Elise’s role

End-to-end ownership across strategic planning, cross-functional alignment, and operational execution, defining the foundational components so the model was scalable and operationally sound from the start.

What was delivered

  • Capacity planning & hiring

    Planned staffing capacity for launch and supported hiring to build the team.

  • Operational design

    Developed SOPs and standard workflows, and defined call dispositions and KPIs to measure performance.

  • Technology & infrastructure

    Partnered closely with IT to design call routing logic and the IVR structure, aligned to operational needs and built to scale.

  • Program management

    Developed the program management plan, including executive-level updates and risk management and mitigation strategies.

  • Hypercare support model

    Created the hypercare model for go-live so real-time issues were caught and resolved quickly.

  • Beyond launch: expanded scope

    The call center took on additional call types from other departments, reducing invalid calls to those teams.

What this means for your organization

Planning a launch? Let’s talk

  • Building what doesn’t exist yet

    Turning a new idea into a working operation, with the structure to sustain it.

  • Speed with control

    Aggressive timelines delivered with risks identified and managed along the way.

  • Teams moving together

    Operations, IT, and leadership aligned around one plan and one set of measures.

  • Built to grow

    An operating model designed to scale, ready to take on more as the business needs it.

Responding to a data breach in 48 hours

After a significant data breach exposed customer login credentials, protecting customers became the company’s top priority. Elise led delivery of a password reset and stronger account security across web and mobile, coordinating internal teams and an overseas vendor, and the solution was implemented within 48 hours.

  • 48hours

    From top priority to a fully implemented solution

  • 2platforms

    Web and mobile app updated with reset prompts and stronger security

  • 2countries

    Internal teams and a UK-based mobile vendor working as one team

The challenge

A significant breach compromised customer login credentials. Impacted customers needed to reset their passwords right away, and the company needed stronger safeguards for every account, across both web and mobile, with no time to lose.

Elise’s role

Delivery lead across internal product and web development teams and an external mobile vendor in the UK: owning the project plan, shaping requirements, and running every scrum ceremony to keep the work moving.

What was delivered

  • Project plan

    Created the project plan that coordinated the response and kept a 48-hour delivery on track.

  • Requirements & acceptance criteria

    Helped create and analyze Jira story tickets, including acceptance criteria, so every requirement was clear and testable.

  • Agile delivery across teams

    Ran all scrum ceremonies for internal and external teams, keeping everyone aligned on priorities and progress.

  • Web security enhancements

    Partnered with the product manager and web development teams to launch a password reset for impacted customers and stronger security measures.

  • Mobile app update

    Worked with the UK-based mobile vendor to update the app’s code and design with a clear call to action to reset passwords and strengthen account security.

  • Customer communication plan

    Supported a comprehensive communication plan so impacted customers knew what happened and what to do next.

What this means for your organization

Facing a critical deadline? Let’s talk

  • Calm under pressure

    Structure and focus when the stakes are highest and the clock is running.

  • Clear requirements, fast

    Turning urgent needs into well-defined, testable work your teams can deliver.

  • One team across borders

    Internal teams and external vendors working from one plan, across time zones.

  • Customer trust at the center

    Security and clear communication that protect your customers and your brand.

Chief of Staff and interim leadership when it mattered most

As Chief of Staff to the SVP of Care Support Operations, Elise served as the SVP’s right hand, bringing structure to priorities, governance, planning, and executive reporting. When the Vice President of Transportation role became vacant, she stepped in to support the department for seven months, stabilizing operations and reducing contractor spend by about $190,000 in just two months.

  • 7months

    Leading Transportation until the VP role was backfilled

  • 6centers

    Additional centers added through Transportation vendor expansion

  • ~$190K

    Reduction in contractor spend in two months

Right hand to the SVP

Elise partnered closely with the SVP on priorities and decisions, from steering committee prioritization of IT work to headcount governance, the fiscal-year roadmap, and the executive reporting that kept leaders and market partners aligned.

Stepping in when it counted

After the loss of the Vice President of Transportation, Elise supported the department until the role was backfilled, stabilizing operations, driving strategic initiatives, and ensuring continuity of performance across multiple markets.

What was delivered

As Chief of Staff

  • Steering committee decisions

    Participated in key steering committee meetings, including decisions on work prioritization for IT teams.

  • Staffing request & governance process

    Developed and implemented a formal process for new headcount, with intake, an approval workflow, position approval, and tracking.

  • Fiscal-year roadmap & plans

    Built the fiscal-year roadmap of strategic initiatives, supported by project and program plans and dashboards.

  • Executive presentations

    Created executive presentations, including Monthly Business Reviews with market partners.

Interim leadership: Transportation

  • Vendor management & expansion

    Managed Transportation vendors, including their expansion to six additional centers.

  • Performance dashboards & action planning

    Developed performance dashboards and drove action planning that reduced contractor spend by about $190,000 in two months.

  • Escalation & decision-making

    Served as a key escalation point and decision-maker across the Transportation organization, ensuring continuity across multiple markets.

What this means for your organization

Need leadership support? Let’s talk

  • A true right hand

    An extension of your leadership team who moves priorities forward so you can focus where you’re needed most.

  • Governance that sticks

    Clear processes for decisions, headcount, and planning that keep working without constant oversight.

  • Interim leadership, ready on day one

    Steady leadership through vacancies and transitions, keeping teams and performance on track.

  • Results you can measure

    Dashboards and action plans that turn visibility into savings and improvement.