Andre Blanchard

Developed and operationalized a new helpdesk to meet the growing needs of Teck Resources. Defined scope, objectives, and requirements to align with organizational goals, successfully forming a team within the set timeline.

• Led the strategy and implementation of tools and systems, including ticketing software and knowledge management platforms.
• Assembled a high-performing helpdesk team with essential technical and interpersonal skills to deliver outstanding support services.
• Established performance metrics and quality assurance processes to monitor operations and drive continuous improvement.
• Integrated new incident and problem management processes to minimize downtime and enhance operational efficiency.
• Negotiated and established comprehensive Service Level Agreements (SLAs) between support and development teams to align with company objectives.
• Streamlined internal processes to enhance team efficiency and improve overall project outcomes.
• Evaluated client needs and expectations, establishing clear goals for each consulting engagement.

Recruited to restructure and scale the customer success team for a new product launch.

• Identified opportunities to improve business process flows and productivity.
• Oversaw the expansion of a large-scale call center, managing 2 million calls monthly with a team of 2,000 customer service agents.
• Provided strategic guidance and support to the CEO and senior leadership on organizational design and product roadmap.
• Navigated organizational changes resulting from governance shifts, adapting technology and processes to align with new structures.
• Developed centralized reporting standards to ensure service levels met contractual obligations.
• Achieved a 70% reduction in average handle time through targeted training and process improvements.
• Reduced unnecessary call volume by over 20% via effective call diversion strategies.
• Maintained a 99.8% retention rate and 97% satisfaction score with Domino's customers.

Managed technical operations and relationships for the Ministry of Children and Family Development (MCFD) and the Ministry of Social Development and Poverty Reduction (SDPR) in British Columbia.

• Managed multiple projects simultaneously while maintaining strict adherence to deadlines and budgets.
• Accountable for the delivery of application maintenance and management services, including customer support, application support, critical environments and technologies
• Ensuring the availability of critical software for some of British Columbia's most vulnerable citizens, including centralized case management systems for indigenous child and family development, adoption services, and children and youth with support needs
• Managing the smooth delivery of monthly income assistance payments for the Province of British Columbia
• Ensuring Service Level Agreements (SLA) and customer service metrics are being measured and followed

Led an internal team and a large outsourced call center, providing support to 65 million end customers.

• Collaborated with executive-level customers (Costco, FedEx, Sam’s Club) to enhance policies and technology strategies, driving double-digit growth for five consecutive years.
• Grew the Costco Photocenter call center from 2 to 200 agents, handling 150,000 calls per year with high net promoter scores.
• Developed an online issue management tool, decreasing average handle time by 20% and improving cost per call by 10%.
• Successfully integrated an external BPO vendor without disrupting client experience, enhancing quality by 10%.
• Implemented a new knowledge base and incident management processes, increasing profit margins by 20%.

Managed the organization’s customer service, technical support, IT, project management, and software development teams.

• Launched innovative photo personalization websites and in-store kiosks for major retailers, significantly contributing to company growth and achieving a 30% increase in sales on Staples.com.
• Successfully negotiated a BPO contract with an external vendor in Jamaica, resulting in a substantial 30% reduction in operational costs while maintaining service quality.
• Led the transition of the Project Management Office from a Waterfall to an Agile framework, enhancing project delivery timelines and overall reliability.
• Acted as the primary point of contact during critical incidents, ensuring effective communication and resolution strategies while overseeing disaster recovery planning efforts.
• Orchestrated the relocation of the data center from Vancouver to Toronto, achieving this transition with zero disruption to customer-facing services.
• Cultivated a positive work environment that fostered employee engagement, increased retention rates, and boosted overall team morale.
• Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.