Dun & Bradstreet's Matt Medina, Contact Center Manager of the Year
Company: Dun & Bradstreet, Malibu, CA
Company Description: Dun & Bradstreet (NYSE: DNB) grows the most valuable relationships in business. By uncovering truth and meaning from data, we connect our customers with the prospects, suppliers, clients and partners that matter most, and have since 1841. Nearly ninety percent of the Fortune 500, and companies of every size around the world, rely on our data, insights and analytics.
Nomination Category: Customer Service & Call Center Awards Individual Categories
Nomination Sub Category: Contact Center Manager of the Year
Nomination Title: Matt Medina, Director of Customer Service, Dun & Bradstreet Emerging Businesses
Tell the story about what this nominee achieved since the beginning of July 2015 (up to 650 words). Focus on specific accomplishments, and relate these accomplishments to past performance or industry norms. Be sure to mention obstacles overcome, innovations or discoveries made, and outcomes:
Mentorship and teamwork are what drive Matt Medina’s growing Customer Service Team. Since 2011, Dun & Bradstreet’s Customer Service Team (CST), located in Tucson, has increased significantly in size and scope. The team’s success during this transitional time has been driven by Matt’s commitment to his customers, employees, operations, quality, environment, and (surprisingly) failure.
Matt’s mantra is to treat customers like gold, and this customer-centric practice has been tested extensively as the customer service call center expanded from a traditional single source inbound phone center to a multi-channel contact center. Expanding beyond its call center roots, CST increased its telephonic services to include digital, complete with a self-service component with frequently asked questions. The team also established an email ticketing service for customers to reach the company at any time. Matt was also instrumental in piloting and adding a chat option for customers, resulting in high top box VOC scores.
In addition, Matt leads a team that celebrates each other’s successes, which includes sharing positive feedback from customers based on his team’s hard work, such as these kudos:
• “Justin was amazing he answered all of my questions and he wastruly helpful, I appreciate all that you guys do there and Justin deserves a raise! Way to give excellent customer service!”
• “I wanted to speak with you to let you know that Sam has gone out of his way to be extrakind and he's been so helpful! He has been so efficient and polite and respectful and he's just gone above and beyond. He has been a true delight and true asset to D&B.”
• “Ispoke withAlycia and she was PHENOMENAL! She taught me things about D&B solutions that I've never knew existed.”
Since 2015, the CST team has increased employee count by 56% and has made career coaching and promotion from within a hallmark of this winning team. In fact, the entire CST leadership team was developed in-house through making training widely available and promoting internally. In addition to ensuring that these veteran employees provide the highest quality customer service, this practice has resulted in higher employee satisfaction and retention.
With a fast growing and ever changing business, Matt has led the CST team through a transition from supporting just one segment of business to several segments in the past year. He has diversified the CST work type to include saves, collections, “office of the president”, fulfillment, and engagements. At the same time, he has made sure his team maintained excellent service levels throughout the transition into new work types, including developing the company’s own CRM tool to specialize each segment and work type. His hard work has paid off; as monthly sales revenues have increased by 271% in the past year. This practice has also helped him drive his team to a higher average of monthly retained sales volumes in 2016.
Matt has instilled within his team a foundation of continuous improvement. He has established monitoring processes to score his teams’ customer interactions, with hundreds of monthly coaching sessions, and brought together the CST team with QA and Training to use calibration and discuss quality. Matt also created Dun & Bradstreet’s own CST KPI’s and dashboards in order to share with the overall organization CST’s performance.
Failing forward is a foundational principle of Dun & Bradstreet Emerging Businesses, and Matt encourages his team to embrace this philosophy and learn from their failures. Matt can cite his own failures with four P’s: pilots, procedures, processes, and policies. Each failure has given Matt a perspective that he has been able to apply into managing a growing CST team at Dun & Bradstreet.