Case Studies

Executive overview of measurable business outcomes.

Enterprise operating model transformations spanning workforce optimization, GTM repositioning, competitive intelligence, and AI-powered CX — each grounded in outcome accountability and organizational alignment.

+179%Revenue growth influenced
$200K+Workforce cost savings
10 → ~200CI competitor coverage
−96.87%ASA reduction at scale
01Workforce Transformation · Retail

Retail Contact Center — Reset Demand, Eliminate Overtime

Challenge

Five consecutive years of mandatory overtime, rising abandonment, and failure demand eroding service levels and labor economics.

Donna's Role

Workforce strategy and operations leader — accountable for forecasting, scheduling, intraday operations, and the business case to executive leadership.

Approach

Redesigned forecasting, scheduling, and intraday operations to remove failure demand at the source — replacing overtime with sustainable, outcome-aligned staffing.

Result

−34.72%Calls offered
−63.84%Abandonment
+32.79%Service level
$91,914Labor efficiency gained
Service Level+32.79%

Recovery trajectory after demand redesign and schedule reset.

Abandonment−63.84%

Failure demand removed at the source — not absorbed by headcount.

Calls Offered−34.72%

Volume falls as upstream root causes are eliminated.

Strategic Insight

Operational efficiency comes from fixing failure demand — not from adding headcount or stretching schedules.

Business Impact

$91K+ labor efficiency recaptured and a sustainable staffing model that scales without burning out the floor.

02Revenue Growth · GTM

179% WFM Revenue Growth Through Repositioning

Challenge

A feature-led WFM portfolio losing competitive deals to outcome-led narratives, with PMM disconnected from operational buyer reality.

Donna's Role

Product marketing and competitive intelligence lead — owning positioning, messaging, sales enablement, and win/loss for the WFM portfolio.

Approach

Repositioned the portfolio around outcome-based workforce management, rebuilt sales enablement and CI-driven messaging, and aligned PMM to operational buyer realities surfaced through win/loss.

Result

+179%WFM revenue growth influenced
HigherWin rate on competitive deals
StrongerPMM ↔ Sales alignment

Strategic Insight

Most product marketing doesn't fail — messaging fails. Repositioning around buyer outcomes unlocks revenue that features can't.

Business Impact

Materially higher competitive win rate and an outcome-led category narrative that became the WFM portfolio's growth engine.

03Competitive Intelligence

Scaling CI From <10 to ~200 Competitors

Challenge

CI coverage capped under 10 competitors, with no structured input into product, GTM, or analyst narratives across an expanding CCaaS/WEM/AI-CX landscape.

Donna's Role

Head of Competitive Intelligence — designed the program, tooling, and cadence; direct line into product, GTM, and analyst strategy.

Approach

Designed and operationalized an AI-enabled CI program — turning continuous sales, customer, and analyst signal into structured input for product, positioning, and GTM decisions.

Result

10 → ~200Competitors tracked
ImprovedWin/loss visibility
DirectInput to product + GTM
StrongerAnalyst & sales narratives

Strategic Insight

Competitive intelligence becomes a revenue function — not a research function — the moment it informs decisions, not just decks.

Business Impact

CI became a direct input into roadmap, GTM, and analyst strategy — shortening competitive response cycles and lifting close rates.

04Workforce Optimization · Health Insurance

Scaling Service Quality While Volume Tripled

Challenge

High-growth health insurance contact center with call volume nearly tripling year over year — service level collapsing and overtime cost escalating.

Donna's Role

Workforce management leader — accountable for forecasting, scheduling, intraday, and the operating model that had to absorb a 2.5× volume surge.

Approach

Stabilized the operation through forecasting, scheduling, and intraday redesign — restoring service level and cutting overtime cost without adding headcount.

Result

−96.87%ASA reduction
+65.72%Service level improvement
−26.06%Abandonment reduction
$110,328OT cost savings YoY
Average Speed of Answer−96.87%

351s → 11s as forecasting and intraday redesign stabilized the operation.

Service Level+65.72%

Restored under a 2.5× volume surge — without adding headcount.

Overtime Hours−3,677 hrs

Sustainable workforce model replaced chronic overtime dependency.

Strategic Insight

Scaling service quality while volume explodes is the real test of a workforce operating model. Outcomes — not staffing — are the lever.

Business Impact

$110K+ annual OT savings, restored member experience under a 2.5× volume surge, a five-year overtime cycle ended, and a workforce model that absorbed growth without new headcount.

05Workforce Optimization · Enterprise View

$200K+ Combined Workforce Savings

Challenge

Two enterprise contact center programs aligning staffing to labor consumption rather than business outcomes, with manual workload inflating cost.

Donna's Role

Enterprise workforce optimization lead — owned the operating model design, automation roadmap, and executive scorecard across both programs.

Approach

Realigned staffing to demand and outcomes, removed manual workload through automation, and instrumented the operating model around resolution, cost, and experience.

Result

$200K+Combined workforce savings
−3,677 hrsOvertime eliminated
+$110KAnnual workforce savings
ImprovedSL, efficiency & performance

Strategic Insight

Sustainable workforce optimization aligns staffing decisions to business outcomes, customer experience, and operational efficiency — not labor consumption.

Business Impact

$200K+ combined savings, 3,677 OT hours eliminated, and an operating model instrumented around resolution, cost, and experience.

06Healthcare Operations · Payer

Humana — Aligning Workforce to Member Outcomes

Challenge

Member-facing operations measured by call handling metrics rather than resolution and member outcomes — creating rework, escalation, and misaligned staffing decisions.

Donna's Role

Workforce and operations strategist — partnered with member ops, quality, and analytics leadership to redefine the outcome scorecard.

Approach

Reframed workforce planning around resolution and member-journey outcomes, tightened forecasting cadence, and connected quality, coaching, and staffing decisions to a single outcome scorecard.

Result

AlignedWorkforce to member outcomes
ReducedRework and escalations
StrongerExecutive visibility
ImprovedMember experience signals

Strategic Insight

In healthcare, workforce metrics that ignore member outcomes create hidden cost — every unresolved contact becomes downstream operational debt.

Business Impact

A workforce operating model aligned to resolution and member outcomes — with executive visibility into where staffing decisions move member experience.

07BPO / Enterprise Ops · Group Elite

Group Elite — Instrumenting an Operating Model for Scale

Challenge

Rapid client growth outpacing the operating model — inconsistent forecasting, fragmented quality, and no unified view of outcome ownership across teams and clients.

Donna's Role

WEM operating model architect — established forecasting, scheduling, QM, analytics, and outcome ownership across client programs.

Approach

Established a WEM operating model — forecasting, scheduling, QM, and analytics — and introduced outcome ownership across client programs so growth compounded instead of creating operational drag.

Result

UnifiedOperating model across clients
StrongerForecast accuracy
DefinedOutcome ownership per program
ScalableGrowth without operational debt

Strategic Insight

BPO and enterprise operations scale on operating-model clarity, not headcount — the moment ownership is defined, growth compounds instead of eroding margin.

Business Impact

A repeatable operating model that let the business absorb client growth without proportionate cost increase — and a scorecard leadership could actually govern against.

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