Meagan Karr

Led as a director from idea generation to execution, developing business operations and efficiencies, collaborating with Senior leaders, and overseeing a lead conversion team. By building & leveraging relationships, being a creative problem-solver, and creating order from chaos, I was able to lead marketing, operations, student experience teams, and workforce management in the strategic planning and creation of a new department.

• Managed and Operationalized the process of converting leads to enrollments for online continued education
• Scaled team to meet current customer needs while proactively predicting future growth, increased the department 500% in 1.5 years.
• Utilized daily data reports, contact rates, marketing segments, application rates, and headcount to make informed business decisions on staffing and processes
• Created long-term development program for each employee’s growth needs, limiting turnover below 8% (previous was 12% across departments) and promoting growth within organization
• Developed contact strategy for business clients with customized educational programs for their employees (B2B), including TD Bank, PepsiCo, and Anthem Blue Cross, Blue Shield; increased initial contact rate by 30%; managed internal stakeholders including Admissions, Data, Enrollment Operations, WFM, and Workforce Partners
• Collaborated closely with senior leaders and key stakeholders to track contact KPI’s of varied projects and provided a clear understanding of how this data translates to the larger organizational strategy.
• Conceptualized and developed customer personas, customer voice, and customer journey mapping tailored to their needs
• Created and managed Power BI reports with data analysts to establish lead conversion-specific KPI’s that all stakeholders could utilize to understand impact to their business unit
• Launched daily reporting communication, including lead list generated, contact rates, positive/negative outcomes, and application rates from previous day sent to company AVP’s and Chief Student Experience Officer to keep all stakeholders informed of impact to business
• Influenced as a change agent for testing phase of CRM migration from Dynamics to Salesforce; coordinated internal business developers and business leaders to align user experience and efficient customer experience journeys; created project timeline for “go-live” launch and built business requirements, gap analysis, e-learning, and in-person training material; Implemented process for escalating issues to continue improving change, including daily check-ins
• Developed standard operating procedures for flagging and measuring customer leads through a telephony system and email channels by analyzing data through IEX and Power BI to gain insights of customer engagement and created outreach strategies based on the data informing us of peak contact times; built staffing model to accommodate peak coverage times which increased contact rates by 7%
• Created and maintained on-boarding training content for newly developed department to ensure alignment of company mission, software systems understanding, and exceptional customer experience training
• Developed “Remote Work” Policy for 500 employees to promote employee engagement that included performance expectations and guidelines to increase business metrics resulting in engagement growing by 2%

Created and executed a new philosophy focused on improved customer experience through more personalized and tailored experiences, which increased in-term enrollment conversions for the Admission department that resulted in a proof of concept that the development of a new team would be critical to scaling the organization, improving the customer experience and increasing productivity across multiple teams.

• Managed team of 8 individual contributors responsible for all in-bound phone, email, and chat activity
• Created a call map for team to intuitively predict the needs for each customer

Responsible for counseling prospective students regarding goals, motivations, and previous collegiate experience to help them make informed decisions.

• Conducted phone interviews with prospective students (Evaluating the prospective student’s needs, interests and qualifications while providing clear and concise information to help the prospective student make an informed decision on program offering, delivery mode, and school fit)
• Consistently achieved the expected goals and objectives including, but not limited to: Daily activity, Schedule Adherence, Ready Time, Call Outline Adherence, Call and Email Flow, Service and Support, Compliance, and Program Knowledge
• Consistently operated within, and was measured with respect to, rapport building skills, call flow and pipeline management, interpersonal/communication, needs analysis/service and support, innovative thinking, planning and implementing

GPA 3.8