Experience
I got here from the floor, not from theory.
I started in customer-facing phone work, moved through network engineering, burned out, came back to the contact-center floor as an agent, became a supervisor, then moved into workforce management during a platform migration. Since then, my work has lived between the operating floor, the WFM model, the integration layer, and the executive room where the trade has to be named before someone else names it badly.
The arc
Seven stops, one argument.
Customer-facing phone work
The first seat was a headset. Everything I argue about capacity, coaching, and QA traces back to what a queue feels like from inside it, where the next interaction arrives whether or not the last one is finished.
Network engineering
A stretch away from the floor, in a discipline that reads a system by its failure modes rather than by its diagram. That habit came back with me and turned into forecasting, integration work, and an unwillingness to accept a staffing number nobody can trace.
Burnout, and the way back
I burned out and returned to the contact-center floor as an agent. Coming back the second time is when the floor stops being a job and starts being a subject: you can see the operating model doing the damage, not just feel it.
Supervisor
Supervision is where the schedule stops being an abstraction. If development time is not in the schedule it does not happen, the supervisor absorbs the gap, and the operation records the result as a busy week instead of a design decision.
Workforce management, during a platform migration
I moved into WFM in the least forgiving conditions available: a platform migration, where the history and the new system disagree and the floor still has to be staffed on Monday. Eleven years in the seat since then have not changed the first lesson — the forecast is the contract with the floor.
Enterprise consulting
Since then, my work has lived between the operating floor, the WFM model, the integration layer, and the executive room where the trade has to be named before someone else names it badly.
The Development-First Contact Center
The manual is the same argument written down so it can be inspected, disagreed with, and used by someone who was not in the room: WFM truth, funded coaching, QA that diagnoses behavior, and a frontline treated as a capability rather than a cost line.
How it was built
Room to figure things out.
I am self-taught, with no degree beyond a GED. My career was built because people gave me room to figure things out, make mistakes, recover, and become useful. That experience shapes the operating philosophy behind the work: frontline people are not a resource to optimize until they break. They are a capability to develop.