Wil Montoya

Gahanna, Ohi o 43230 | 614-769- 2690 | wi l f redomontoyaj r@gmai l . com

Workforce Optimization | Capacity Planning | Contact Center Operations
Director-level professional providing over 20 years experience and success launching contact center and workforce
management operations, developing and analyzing workforce analytics, creating staffing model strategies, initiating
and guiding efficiency projects, and optimizing technologies in highly visible large corporate environments.
Recognized for ability to predict and respond to staff behavior for availability and productivity, resolve service issues
while maintaining and decreasing budget, collaborate with professionals throughout organization, and elevate
overall service performance consistent with objectives. Fluent in Spanish.
Competencies | Strengths | Experti se
Workforce Administration | Staffing Model Methodology Capacity Planning & Workforce Management Teams
Staff Training & Supervision | Agent Skills Profiles Custom Call Routing Strategies | Capacity Planning
Call Routing | Workforce Management Software Requirements Forecasting | Efficiency Metrics
Needs Assessment | Disaster Recovery Strategic Planning & Initiatives | Project Management
Productivity Improvement Aspect eWFM | IEX | Avaya

Career Highlights & Accomplishments
Vice President, Workforce Management National City Bank (Prior to merger with PNC Bank)
Project Unite: Facilitated 8% reduction in fulltime employee requirements through development and
introduction of contact center enterprise-wise efficiency and skill group leveraging strategy; initiative impacted
5 contact center groups supported by approximately 1,200 customer service agents and resulted in
consolidated hiring plan, talent pipeline and career path within newly combined customer service unit.
Vice President, Workforce Management National City Bank
Consolidated Enterprise Contact Center Annual Hiring and Cross-training Plans: Increased agent utilization
from 56% to 67% and decreased staffing requirements 7% through organization cross-training and talent
leveraging for contact center units (checking/savings, online banking, small business, credit card and branch
support hotline).
Director, Workforce Planning Nationwide Insurance
Conditional Routing Strategy for Customized Plans: Formulated initiative and enabled satisfaction of both
customized group and general group service level targets; reversed service level inconsistency of 7 vital public
sector plans (33% of call volume) negatively impacting staffing levels and performance of other 67% of contact
center (accumulating penalties and risking loss of business); initiative established foundation for career pathing,
cross-training and hiring plans.
Director, Workforce Planning Nationwide Insurance
Staffing Model Development & Implementation for Back-office Operation Units: Enabled entire organization
to optimize day to day and seasonal staffing capacities through introduction of metric methodology for staffing
requirements and production values; models attributed to 18 units comprising 350 frontline associates.
Vice President, Workforce Management PNC Bank (Subsequent to merger with National City Bank)
Flexible Scheduling Initiative: After merger, fusion of 2 PNC and 4 NCB sites with subsequent additional
scheduling requirements, created solution scheduling 800 agents into resulting operation; introduced opt-in
and performance-based bid process filling 90% (180 of 200) of schedules for least desired shifts by volunteers.
Vice President, Workforce Management PNC Bank (Subsequent to merger with National City Bank)
Staff Requirement Plan for Call Center Merger of 2 Organizations: Created and launched interval staffing
models for inbound customer service units (covering initial 15 days of 4 integration waves); increased capacity
250% through hiring, training and resource leveraging; maintained/exceeded service level objectives.
Assistant Vice President, Telephony Manager Chase
Call Center Technology Implementation: Orchestrated simultaneous implementation of new ACD software and
IVR platforms throughout expansion of Cleveland, Ohio facility.
Wil Montoya Rsum Page 2

Career History & Experience
Nationwide Insurance Columbus, Ohio 2011 to Present
Insurance and financial services company; specializes in insurance, investments and banking; employs 31,000 associates.
Director/Manager of Capacity Planning, Reporting Solutions and Workforce Management
Administered staffing operations of both inbound contact center and back-office fulfillment units within
retirement planning business; coordinated and supervised forecasting, modeling, scheduling and workforce
administration ensuring provision of staffing levels to accomplish service level objectives; generated and delivered
reports addressing service level and individual/peer performance.
Created and maintained contact center payroll budget (utilized for 100 fulltime employees); reviewed and
responded to capacity levels and leveraging opportunities; addressed attrition and staff performance forecasts
contributing to hiring and training; oversaw and delegated assignments to 7 business analysts.
Within 90 days, navigated inbound contact center success to consistent attainment of service level targets
and objectives through introduction of workforce management practices; main unit had not consistently
met goal since 2009.
Overcame resistance to culture modification transitioning decision-making based on actual performance
metrics; strategies comprised placement of workforce management principles within inbound contact center
units and staffing model methodology within back-office fulfillment units.
Lowered staffing requirements 10% through efficiency strategies including implementation of contact center
agent performance metrics as well as routing strategy based on call sharing.
Reduced management time monitoring agent availability and performance 50% through introduction of
desktop wallboards for inbound contact center units.
Resolved issue with service levels in New York office (caused by system conversion generating 25%+
increase in contact volume and average handle time challenges) through development of strategy sharing
contact volume with Ohio office and cross-training 20% of staff to take direct and overflow contact volume.
Optimized staffing level performance through close collaboration with production units and finance to
forecast production probabilities and justify fulltime employee expense.
Contributed to merger of retirement plans and private/public sector contact center divisions (taking place
simultaneously during hire and on-boarding).
Improved productivity through implementation of both detailed contact-type specific average handle
time and schedule adherence reporting (individual and peer performance); 3- month project executed in
collaboration with contact center leadership.
Introduced individual and team scorecards as components of annual performance review; initiative
delivered quantifiable methodology for measuring and reporting performance of frontline personnel.
Provided management with ability to review project queues, delegate assignments and monitor capacity of
individual associates and associate teams through provision of MS Access capacity planning tool for project
management and non-production groups.

PNC Bank (Previously National City Bank) Columbus, Ohio 2002 to 2011
Financial services corporation, with assets of approximately $271.2 billion.
VP, Call Center Capacity Planning Manager
Guided forecasting, scheduling, workforce administration and project management functions for retail direct
division (both pre and post-merger); ensured performance of 16 staff throughout 4 geographic locations;
forecasted $60 million and 2,000+ call center staffing budgets in contact centers across 5 sites; organized and
directed hiring for 5 locations.
Wil Montoya Rsum Page 3

Proactively controlled and decreased operating expenses throughout contact centers consistent with short
and long-term business plans; simultaneously improved service level commitments.
Decreased annualized staff attrition from 56% to 35% within 1 year for main customer service unit
(calculating to reduction of 75 agents annually) through development, introduction and coordination of
hiring plan, including detailed attrition tracking and reporting.
Introduced automated standard process for agent vacation planning resulting in 70% decrease in processing
time, 50% reduction in administrative support and 10 fold increase in response time to agents.
Facilitated hire of 600 agents annually through placement of standardized hiring process; ultimately
resulted in fill rates higher than 95%.
Enabled automation of 30,000 annual scheduling items through launch of scheduling automation solution;
included agent self-scheduling initiative introducing overtime, voluntary time off, schedule trades and training
signup via core workforce software.
Formulated and created consolidated industry standard workforce management team able to support
inbound contact center units throughout organization (replacing previous team disproportionately providing
contact center support); additionally created volume/requirement forecasts, communications with finance
and real-time site traffic control.
Led consolidation of 3 customer service environments into single virtual customer service environment;
merge increased efficiencies while decreasing staffing requirements 5%-10%.
Coordinated and served as previous chair of Aspect Ohio User Group.

Previous Contact Center Positions
EmployOn Corp Cleveland, Ohio
Director, Call Center (2001 2002)
Chase Manhattan Mortgage Corp Cleveland, Ohio
AVP, Division Capacity Planning Manager (1999 2001)
AVP, Telephony Manager (1997 1999)
AVP, Call Center Manager (1994 1997)
Team Leader (1993 1994)
Household Financial Corp Vernon, Connecticut
Senior Assistant Manager (1988 1991)




Education
University of Connecticut Storrs, Connecticut
Bachelor of Arts in English







Gahanna, Ohi o 43230 | 614-769- 2690 | wi l f redomontoyaj r@gmai l . com