Kelly Ayars

• Leading team in overarching Dashboard & Report development and automation utilizing SQL to provide various organizations a real-time view into the state of the business. • Leading team in analyzing data on overall revenue performance, sales team/seller performance, and operational performance to make recommendations on corporate strategies, processes and reporting to increase overall productivity and efficiencies resulting in a strong EBITDA. • Leading special projects and overseeing budget and expense functions associated: E2E Revenue, E2E Process/Tool Auditing, E2E Accountability, Sales and Operations Reporting/Analytic • Leading team in gap and data analysis to make improvements to end-to-end (E2E) customer implementation and the customer experience to increase overall cycle time, productivity, and efficiencies. • Directing team in creating roadmaps for project prioritization and process improvements to deliver on-time and on-budget.

• Leading team in gap and data analysis to make improvements to end-to-end (E2E) customer implementation and the customer experience to increase overall cycle time, productivity, and efficiencies. • Directing team in creating roadmaps for project prioritization and process improvements to deliver on-time and on-budget. • Leading team in analyzing data on overall revenue performance, sales team/seller performance, and operational performance to make recommendations on corporate strategies, processes and reporting to increase overall productivity and efficiencies. • Leading special projects and overseeing budget and expense functions associated: E2E Revenue, E2E Process/Tool Auditing, E2E Accountability, Sales and Operations Reporting/Analytics

• Directing day to day organizational activities to support a variety of strategic business planning and pre-sales functions: Lead/Product Qualification, Commercial & Enterprise Pricing/Contract Generation, Rules of Engagement & Booking Guideline Adherence, Quota & Target Setting, Process & Cycle Gap Resolution, Accountability for annual management of $132m Budget, $22m MRR, $23m NRR, and $1.250b revenue. • First developed/staffed, Now leading that team of over 70 individuals in the creation, communication, and implementation of strategic pre-sales performance initiatives for three business sales channels. o 2013-14 drove 134% YoY sales improvement, which led to the gain of an additional sales channel o 2014-15 drove 90% YoY sales improvement, which again led to the gain of an additional sales channel • Leading team in analyzing data on market performance, sales team/seller performance, program/incentive performance, and product/ARPU performance analyses to make recommendations on competitive strategies, processes and reporting to increase overall productivity and efficiencies. • Directing team in creating roadmaps for project prioritization and process improvements, while also creating/managing internal reporting and support infrastructure. • Leading special projects and overseeing budget and expense functions associated.

•Directed team to program manage corporate merger for Business Sales & Care organization, which worked with confidential information and resulted in savings of over $9M. •Effectively managed 4-teams, totaling 30-employees: (1) Program Mgmt & Communication, (2) Process Improvement, (3) Executive Reporting, and (4) Systems/Tools providing support for over 2500 Business Sales employees. •Created a DB to manage headcount, which improved organizational alignment, POR Budget mgmt, and headcount movement to shorten hiring intervals. •Directed the developed of a Contingency Plan for Business Sales in order to successfully operate the business if Union-Represented employees walked out. •Managed the launch / communication of a consolidated instance of Salesforce.com when 2-Business Orgs merged, which streamlined Sales and Operations processes, reporting, and compensation tracking. •Led a major product launch, which streamlined the Quote to Order process, aligned specific products to the single Salesforce.com instance, drove Seller self-service, and decreased intervals/handoffs. •Developed / implemented a Seller Awareness Communication plan to ensure Sellers were aware of and leveraged products, tools, and processes available, which was recorded for replays and reporting information. •Established an Intake Process and a Project Tracker Tool, which streamlined resource assignment and quickened project launches ensuring a Project Manager is assigned, Project Plan is established/communicated/managed, and Stake Holder statuses occur in a timely manner. •Established Sales Ops Brown Bag sessions and Leadership communication to clearly communicate roles/responsibilities, which ensured accountability of support to Business Sales and improved morale. •Developed a Sales Ops Accountability Model and Recognition program, at no cost to the business, to drive employee motivation, which led to multiple successes including positive feedback on employee survey results.

Specifically selected by VP to implement Salesforce.com (CRM) within the Small Business Call Centers to be used by 350 internal/external Telemarketing, Sales, Care, and Account Management Agents. o Created/selected team of 6 employees to lead projects within the Sales Centers and to provide direction of cultural adoption of Salesforce.com and supporting database. o Directed team to document processes, capture business requirements, develop IT requirements, create supporting database, lead technology integrations, develop training, establish reporting, and implement Salesforce.com. o Developed team strategy to implement in a phased approach, which reduced systematic fallout and maximized cultural adoption of Salesforce.com. o Developed and implemented Sales Operation’s Intake process, which streamlined over 50 multiple reporting efforts and ensured use of valid metrics/financials. o Led team to discover and implement process improvements for Lead distribution to Telemarketing Agents, which eliminated duplication and customer segmentation fallout.

Recognized need for and negotiated with VP to launch end-to-end Business Process development/ improvement for Product launches. o Created and staffed team of 5 employees to guide the implementation of Business driven processes from System driven processes. o Developed team/corporate strategy to purchase process software/tool which enabled systematic process simulations and reduced the need of physical process trials, which reduced budgetary spend on process improvements. o Collaborated across organizations to define training needs, analyze/develop content, and deliver training programs to establish the ability for employee base to model true business processes. o Directed team of 5 to develop/implement standard business process methodology and central repository to increase corporate efficiency and effectiveness, which resulted in:  Improvement to the customer experience that led to the J.D. Powers award for highest in customer satisfaction among high-speed internet providers in the West, and  Eliminated manual error handling by Back Office operations teams by 65%.

Specifically selected by VP to determine causes for Consumer churn, create strategic direction, and complete implementation within 6-months. o Led team of 8 Directors/Managers to identify top reasons for churn and customer dissatisfaction. o Established associated organizational strategic initiative to reduce 30, 60, and 90-day churn. o Drove cross-organizational team to develop detailed business requirements, process improvement tactics, and overall scorecard. o Led corporate implementation, which resulted in a 55% reduction in 90-day churn/disconnects.

• Acted as the liaison for State Initiative/Mandates negotiation to minimize capital impacts while managing a $50M budget across 14-states and saving $4M in 2003 and $12M in 2004. • Gathered and investigated pertinent data for Executive Leadership regarding Qwest’s State of the Network trend to enable the sale of DEX. • Analyzed available numbering (NPA NXX) to determine what/when Qwest’s Rate Centers would require additional resources, which resulted in savings of $1.5M within 18-months.