Black & Veatch specializes in the Energy, Water, Telecommunications, Federal and Management Consulting markets. Managed all aspects of the customer relationship including new opportunity identification, relationship management and all commercial activities.ĭirector, Management Consulting (2012-2014)įounded in 1915, Black & Veatch is a leading global engineering, consulting and construction company.Implemented a new work order map across the Exelon companies that allows customer service representatives to visually identify and communicate where staff is working in the field.Implemented the first Storm Center 4 (newest version of the product) to PECO ahead of time surpassing aggressive client deadlines.Some of the client responsibilities included the Mid American Energy family of utilities of Pacificorp, NV Energy and Mid American and Exelon Utilities made up of ComEd, PECO and BG&E. Provided sales, marketing, account management and implementation services associated with the full suite of iFactor solutions for utilities across the United States. In September 2014, Hearst Magazines acquired 80 percent of KUBRA, a leading provider of digital bill delivery and payment services.IFactor provides preference management, automated customer alerts, mobile applications and a variety mapping solutions to the utility industry. KUBRA is changing the way people interact with their gas, water, waste and electric companies by making payment and outage information available at customers’ fingertips, in real time. KUBRA President and CEO Rick Watkin shares more about KUBRA’s evolution in customer experiences and its recent acquisition of iFactor. Rick Watkin: The nucleus of the idea came from the founder of the business, Tim Conroy. He was selling large printers and inserters, and he realized that they weren’t being used to their full extent. He purchased several machines for himself and began renting them to multiple groups of people, thus maximizing their full capacity.Īs the business evolved, it took on a much broader view. In addition to printing and mailing invoices and bills, KUBRA began managing financial information by taking a closer look at the data in those invoices. This was 25 years ago, before the Internet became part of our culture. From there, KUBRA developed software and applications to support electronic experiences: electronic delivery of financial information, payments, inbound/outbound voice calls, text messages, emails and alerts. KUBRA became a ubiquitous interaction network between its clients and their customers. I was the eighth employee, and now, with over 500 employees, our purpose remains the same.Ĭan you talk about how KUBRA has evolved over the years? Since our inception, we have always looked at delivering the right interaction to the right person at the right time, every time. Watkin: In the early ‘90s, much of KUBRA’s focus remained on printing communications. Utility companies, such as gas, electric and water suppliers, were printing so many customer communications that they needed to outsource the process to our team.
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