Customer Operations & Experience
Improving inquiry handling, communication, follow-up, service coordination, customer journeys, retention, and the processes that shape the customer experience.
Antonette Roj Castorico · Business Operations · CRM · Revenue Operations
I Worked Inside the Problem Before I Built the System.
More than a decade across customer operations, sales, leadership, executive support, and business administration taught me how businesses actually break — usually in the handoffs between customers, people, process, and systems.
Today, I bring that frontline and leadership experience into CRM implementation, workflow automation, customer operations, and business systems that make work clearer, faster, and easier to manage.
I do not start with software. I start with the business problem, the customer journey, and the people responsible for making the work happen.
How I Look at Operations
Good Businesses Still Lose Time and Revenue in the Handoffs.
Did someone respond to the customer?
Who owns the next step?
Is the work moving or waiting?
Where is the information recorded?
Has the customer been updated?
Did the handoff actually happen?
Can management see the status?
What needs attention now?
When the answers live across calls, chats, spreadsheets, inboxes, and separate apps, people become the integration between systems. That is the kind of operational friction I look for and help reduce.
The operating flow I aim to make clearer
CUSTOMER → TEAM → OPERATIONS → LEADERSHIP
Clear ownership.
Connected information.
Visible next actions.
Fewer missed handoffs.
Less chasing. More visibility.
Where I Create Value
I Connect the Work Behind the Customer Experience.
My strongest work sits between customer-facing operations and the systems behind them. I look at what the customer experiences, what the team has to do, what information management needs, and where the process is creating unnecessary friction.
- Customer and lead follow-up is inconsistent. Inquiries arrive, but ownership, timing, and next actions are not always clear.
- CRM and workflow tools exist but are not aligned with the operation. The software may be configured, but the team still relies on manual workarounds.
- Teams lose time to repeated updates and disconnected information. Staff copy details across systems, chase approvals, or search conversations for context.
- Leadership lacks a reliable view of what is happening. Important status, risk, customer issues, and follow-ups are visible only after someone asks.
My role is to understand the real operating problem and improve the process, system, automation, or ownership model behind it.
Core Expertise
Operations Experience Backed by Hands-On Systems Work.
I bring together customer operations, virtual and executive assistance, leadership, CRM implementation, automation, and process improvement. The value is not in knowing one tool — it is understanding how the work should move, what needs follow-through, and how to keep people, information, and systems organized.
CRM Implementation
Building pipelines, records, stages, routing, follow-up sequences, permissions, and operational workflows around the way a team actually works.
Workflow Automation
Reducing repetitive admin and missed actions through practical automation, integrations, reminders, triggers, and connected data flows.
Business Operations
Clarifying ownership, approvals, handoffs, documentation, task flow, reporting, and the routines that keep day-to-day work moving.
Sales & Revenue Operations
Connecting lead generation, response, qualification, follow-up, conversion, customer records, and operational visibility across the revenue journey.
Virtual & Executive Assistance
Supporting day-to-day execution through inbox and calendar coordination, scheduling, follow-ups, CRM updates, research, documentation, file organization, reporting, customer communication, and administrative support.
Team Leadership & Process Improvement
Coaching teams, reviewing quality, supporting hiring and performance, identifying breakdowns, and improving the process behind the work.
CUSTOMER → ADMIN → PROCESS → SYSTEM → TEAM → RESULT → VISIBILITY
Tools Support the Work
The Strategy Comes Before the Software.
I am comfortable moving between customer-facing work, operations, and technical implementation. I choose and configure tools based on the business requirement rather than forcing every business into the same stack.
The goal is a usable operating process — not a collection of software subscriptions.
Platforms and systems I have worked with
- GoHighLevel / LeadConnector, HubSpot & Salesforce
- Make, Zapier & workflow automation
- Google Workspace, Sheets & operational reporting
- Monday.com, Airtable, Dropbox & collaboration tools
- Google Ads, Google Business / Listings & lead support
- Web forms, customer portals, internal dashboards & custom workflows
Tools change. The operating questions stay the same: who owns the work, what should happen next, what does the customer need, and what must management be able to see?
Cross-Functional Experience
I Understand the Work From More Than One Side of the Business.
My background spans frontline customer work, sales, supervision, executive and administrative support, CRM implementation, and systems design. That lets me see how decisions in one part of the business affect another.
Customer Operations
- High-volume customer support
- Billing, retention, reservations, and follow-up
- Customer issue resolution and service recovery
- Customer journey and experience improvement
Sales & Revenue
- Inbound and outbound sales support
- Lead qualification and appointment flow
- Retention and account conversations
- Google Ads and local visibility support
Virtual & Executive Assistance
- Email, inbox, calendar, and meeting coordination
- Scheduling, follow-ups, reminders, and task tracking
- Research, data entry, CRM updates, and reporting
- Document, file, and administrative organization
Operations & Leadership
- Team supervision, coaching, and QA
- Hiring support and staff readiness
- Attendance, payroll inputs, and process oversight
- Documentation, procurement, and executive support
CRM & Systems
- CRM setup and implementation
- Automation and integration design
- Operational dashboards and reporting
- Customer, staff, and management workflows
For customersClearer communication, faster follow-up, and fewer gaps between inquiry and service.
For teamsClear ownership, usable workflows, and less repetitive manual coordination.
For leadershipBetter visibility into status, risk, follow-up, and what needs attention.
Selected Systems Work · ROJVIO™
A Business Operations Platform Built From Repeated Real-World Gaps.
ROJVIO™ is a platform I began developing after repeatedly seeing customers, field teams, office staff, and owners work from disconnected information. It represents how I translate operating requirements into role-specific workflows and one connected record.
PORTFOLIO SYSTEM EXAMPLESR-2048 · Air Conditioning Service
CONNECTED WORKFLOW
01CUSTOMER
Request & Track
RequestAC not cooling
AppointmentToday · 2:00 PM
StatusTechnician assigned
A simple customer-facing experience without exposing internal operations.
02FIELD / STAFF
Execute & Record
Assigned ToTechnician
Job StatusOn Site
Evidence3 photos uploaded
A focused staff view for assigned work, status, notes, exceptions, and proof.
03OFFICE
Coordinate & Control
ApprovalApproved
ScheduleConfirmed
BillingReady after completion
An operational view for coordination, exceptions, approvals, scheduling, and billing readiness.
04OWNER / MANAGEMENT
See & Decide
Open Jobs12
Needs Attention2
StatusVisible in Command
A management view focused on exceptions, status, proof, financial activity, and operational history.
REQUEST→REVIEW→ASSIGN→EXECUTE→PROOF→BILL→REPORT
Different roles need different screens. The operation still needs one connected story.
How I Approach Systems Work
From Business Problem to Working Process.
Whether I am improving a CRM, a customer journey, or an internal workflow, I use the same discipline: understand the real operation first, then build only what supports it.
Understand the Problem
Start with the business goal, customer friction, team pain points, existing tools, and the result that needs to change.
Map the Current Flow
Document how work enters, who touches it, where information moves, what requires approval, and where handoffs fail.
Define Ownership
Clarify who owns each stage, what must happen next, and what should be visible to customers, staff, and management.
Configure the System
Build the CRM stages, records, fields, permissions, workflows, notifications, and views that support the approved process.
Automate the Repetitive Work
Use automation where it improves speed and consistency without making the process difficult for the people using it.
Test Real Scenarios
Test normal cases, delays, exceptions, reassignments, missed responses, and edge cases before calling a workflow complete.
Improve From Evidence
Use customer feedback, team behavior, operational data, and recurring friction to refine the workflow after launch.
UNDERSTAND → MAP → OWN → BUILD → AUTOMATE → TEST → IMPROVE
Why Antonette
I Worked Inside the Problem Before I Built the System.
I spent more than a decade working across customer service, sales, retention, team leadership, executive support, and business operations before moving deeper into CRM implementation, automation, and systems work. That progression matters because I learned the operational problem from the people doing the work before I started designing the technology behind it.
My leadership experience includes managing teams of 25 to 35 people in sales and telecommunications environments, with responsibility for coaching, quality, attendance, hiring support, and performance. My executive and operational experience also includes document control, procurement, vendor coordination, approvals, follow-through, and direct support to business leadership.
Over time, that combined experience led to dozens of CRM implementations and systems builds — and eventually to ROJVIO™, a platform I began developing from the patterns I kept seeing across different businesses. It is one example of how I think: understand the operation first, then build the system around the people and process.
The question behind my work
How does this create a better experience for the customer?
Technology only works when people and process can use it.
The strongest systems make
work clearer and customers better served.
Customer-First Improvement
Listening Is Where Every Improvement Begins.
Customer conversations give us something more useful than assumptions: evidence. That evidence shapes the systems, communication, and improvements that come next.
See My HEARD™ Framework →Case Studies
Real Businesses. Real Problems. Practical Improvements.
Selected engagements showing the customer, revenue, and operational problems I worked on, what changed, and the outcomes that could be shared without exposing confidential client information.
Choose a business above, use the arrows, or swipe the case study to browse.
HVAC
Business Problem
The company operated in a high-demand market and already had strong visibility and referral potential. The larger challenge was customer retention. Customers could use the company once, then choose another HVAC provider the next time service was needed.
Customer and Operational Risk
The technical work itself was not the primary issue. The bigger source of frustration appeared around the service experience: unexpected costs, technician arrival times, difficulty scheduling, unanswered calls, limited updates, unclear expectations, and delays when parts or supplies were unavailable.
My Approach
Rather than assuming the company simply needed more advertising, we looked at why existing customers might not return. With the client's cooperation, I spoke directly with eight customers and used those conversations to identify recurring friction points across the customer journey.
Operational Outcome
The focus shifted from technical service delivery alone to the experience surrounding it. By approximately Month 6, the client was receiving strongly positive customer feedback following the operational changes.
Before
Strong technical capability and market demand, but customer frustrations around pricing, scheduling, communication, and service coordination could weaken repeat business.
After
A more structured customer journey with clearer expectations, stronger communication, improved service coordination, and more consistent customer feedback.
Results at a Glance
8
client customers interviewed
6
recurring service-experience gaps identified
~6 Mos.
to implementation and strongly positive feedback
~1 Year
overall engagement and optimization period
What We Found
HVAC customers naturally contact a service provider because of equipment problems such as clogged filters, refrigerant leaks, thermostat failures, drainage issues, short cycling, uneven temperatures, noisy operation, or aging components.
But the customer conversations showed that dissatisfaction was frequently being created outside the actual repair itself. Pricing expectations, technician timing, appointment access, phone support, customer updates, and communication around parts or supply delays were recurring sources of friction.
What We Improved
During the initial review period, we looked at visibility, service positioning, pricing expectations, scheduling, phone response, customer updates, and communication around parts or supply delays.
The improvement plan focused on clearer expectations before service, stronger scheduling communication, better inquiry handling, proactive customer updates, and more transparent communication when circumstances changed.
The goal was not simply to help the business become easier to find. It was to create a service experience customers could remember, trust, return to, and recommend.
🔒 Client identity and operational data remain confidential.
Landscaping
Business Problem
The owner came in looking for better advertising performance. He had previously spent roughly $700–$1,000 per month on advertising while seeing very few additional opportunities, making the cost feel high relative to the work being generated.
Customer and Operational Risk
Advertising was only part of the problem. The company had a small team, limited equipment, and many possible landscaping services. More leads without understanding profitability, customer demand, and operational capacity could create pressure without sustainable growth.
My Approach
I used the first three months to study advertising performance, customer demand, requested services, project value, seasonality, competitors, team capacity, and equipment limitations before changing the growth strategy.
Measured Outcome
Monthly jobs increased from approximately four to eight by Month 5. By Month 6, the business was consistently closing approximately two to three jobs per week while increasingly prioritizing higher-value projects.
Results at a Glance
4 → 8
approximate monthly jobs by Month 5
2–3
jobs closed per week by Month 6
$4K–$5K+
higher-value projects increasingly prioritized
2–3 Mos.
advance booking visibility achieved
What We Found
Before the strategy adjustment, much of the company's work consisted of smaller projects in the approximately $300–$800 range. Larger jobs generally fell around $4,000–$5,000 and occasionally reached approximately $8,000.
The company also had limited equipment and a relatively small team. Rather than trying to advertise every landscaping service available in the market, we needed to understand which services customers were actually requesting and which opportunities could realistically support the company's growth.
What We Changed
The strategy was adjusted around services with demonstrated customer demand and a practical path to profitability. Smaller jobs could be assigned to leaner crews, while business capacity was increasingly preserved for higher-value work.
The growth plan also prioritized generating enough sustainable work to support future equipment, truck, and staffing investments rather than expanding overhead before demand justified it.
Competitor positioning and seasonal demand were also reviewed, with advance booking becoming part of the strategy so the company could continue building its pipeline even when weather limited immediate landscaping activity.
Longer-Term Outcome
From Months 6–12, the business maintained approximately two to three jobs per week while also securing future projects two to three months ahead.
The mix of work shifted toward higher-value projects. Smaller jobs could be handled by one- or two-person crews where major equipment was not required, allowing more business capacity to be preserved for projects in the $4,000–$5,000+ range.
🔒 Client identity and operational data remain confidential.
Automotive & Motorsports
Business Problem
The company was already an established automotive business with a strong physical location and multiple services. The initial engagement focused on increasing visibility and generating more customer inquiries through Google Ads.
Customer and Operational Risk
As inquiries increased, a bottleneck became visible. One primary business phone number and one staff member meant only one live call could be handled at a time. Missed calls, booking conflicts, and manual branch coordination could interrupt the path from inquiry to appointment.
My Approach
Rather than adding another phone number or replacing the company's existing tools, we strengthened the current setup with missed-call text recovery, a personalized AI knowledge base, scheduling support, and branch-aware booking guidance.
Operational Outcome
Customers gained a clearer path from inquiry to availability and booking, while staff carried less manual coordination across calls, schedules, services, and branches.
Before
One business line created missed-call bottlenecks, booking conflicts, and manual coordination between services and branches.
After
Missed callers could continue by text, receive service and scheduling assistance, and be guided toward available times or alternate branches.
What We Found
The business offered services including vehicle wraps, window tinting, wheels and tires, paint protection, residential and commercial tinting, Tesla customization, powder coating, chrome delete, and brake caliper customization.
The company already had demand and strong service capability. The problem appeared when multiple customers tried to contact the business at the same time or when availability differed between branches.
What We Changed
When a call could not be answered, the customer could immediately receive a text response and continue the conversation instead of waiting for a manual callback.
The personalized AI assistant was configured around the company's actual services, frequently asked questions, availability, and booking rules so customers could ask about services, check available times, and receive alternative scheduling options.
The workflow also accounted for branch availability. When one location could not accommodate a requested service or time, customers could be guided toward another available branch instead of relying entirely on staff to manually coordinate the transfer.
🔒 Client identity and operational data remain confidential.
Home Cleaning Services
Business Problem
The owner started cleaning homes part-time while working a full-time hospital housekeeping job. Early referrals helped her launch the company, but once those initial referrals slowed, generating and converting new inquiries became more difficult.
Customer and Operational Risk
New prospects often called or texted while she was working her hospital shift. By the time she returned the missed calls, customers needing same-day or next-day cleaning had often already booked another provider.
My Approach
I strengthened local discovery through Google Maps, then addressed the response-time gap with immediate text response and a personalized AI assistant capable of handling common questions about availability, rates, and scheduling.
Operational Outcome
The business no longer depended entirely on the owner being personally available when an inquiry arrived. Prospects could receive an immediate response and move toward scheduling while she was still at work.
Before
Inquiries arrived while the owner was at her full-time job, and customers often booked competitors before she could respond.
After
New inquiries received an immediate response, common questions could be handled automatically, and customers could move directly toward scheduling.
What We Found
The owner had proven that customers valued her work. Her early clients were satisfied enough to refer her to others and encouraged her to formalize the cleaning business.
The problem was not service quality. The revenue gap appeared between the moment a new inquiry arrived and the moment she was physically available to respond.
What We Changed
Local visibility was strengthened by establishing the company's Google Maps presence. A missed-call and inquiry response process was then introduced so prospective customers did not have to wait until the end of the owner's hospital shift.
A personalized AI assistant was configured to handle common customer conversations around rates, availability, and scheduling. Qualified prospects could move toward a booking without waiting for the owner to manually manage each conversation.
Her day-to-day involvement became simpler: instead of returning every missed inquiry individually, she could review the calendar and see appointments that had already moved through the booking process.
🔒 Client identity and operational data remain confidential.
About these case studies: Client and customer information remains confidential. Access to a client's systems, workflows, or operational data as part of an engagement does not make that information ours to publish. Case studies therefore focus on the business challenge, the work performed, and outcomes that can be shared without exposing private operational or customer data. Images are representative and do not depict the actual clients.
Books by Antonette Roj Castorico
Ideas From the Work — Written for Business Owners and Operators.
A five-book collection on customer experience, operational handoffs, revenue gaps, software decisions, and building businesses where important work does not disappear between people and systems.
Digital editions · $2.99 each
Customer Experience
Every Customer Deserves to Be Heard
A customer-first perspective on listening, trust, service experience, and what businesses can learn from the people they serve.
$2.99Buy Book →
Business Operations
From Customer to Owner
How information, responsibility, and visibility should move from the customer-facing moment through the team and into leadership.
$2.99Buy Book →
Revenue Operations
The Revenue Gaps Between Us
A practical look at the gaps between lead generation, response, follow-up, conversion, service, and retention where revenue quietly gets lost.
$2.99Buy Book →
Systems Thinking
You Don’t Need More Software
Why better operations start with the process, ownership, and customer journey — not with adding another tool to the stack.
$2.99Buy Book →
Operational Visibility
Nothing Gets Lost
Building clearer ownership, connected records, and visible next actions so customers, tasks, approvals, and information keep moving.
$2.99Buy Book →
Ways I Can Contribute
Operations, Customers, and Systems — Connected.
I am open to the right remote role, contract, or project where my background in virtual assistance, customer operations, leadership, CRM, automation, and business systems can solve a real operating problem.
I work best in environments where I can take ownership, understand how the business operates, and improve the process behind the task — not simply complete a checklist.
01
OperationsBusiness Operations
Best FitOPERATIONSBusiness operations · coordination · process improvement · management support
For teams that need someone who can organize work, follow through across functions, spot operational gaps, and keep information moving.
I can support workflow ownership, documentation, approvals, reporting, task coordination, operational follow-up, and the systems behind day-to-day execution.
Strong fit for: Operations Specialist, Operations Manager, Business Operations, Project/Process Coordination.
Discuss an Opportunity →02
SystemsCRM Implementation & Automation
Best FitCRM + SYSTEMSImplementation · automation · workflows · integrations · reporting
For businesses that need more than a CRM administrator — someone who can understand the operation and configure the system around it.
I build and improve pipelines, follow-ups, assignments, automations, forms, reporting, customer journeys, and connected workflows across common CRM and automation platforms.
Strong fit for: CRM Specialist, Business Systems Specialist, Implementation Specialist, Automation/RevOps roles.
View Related Work →03
CustomersCustomer & Client Operations
Best FitCUSTOMER OPSCustomer experience · account support · retention · service operations
For teams that need strong customer judgment backed by systems thinking and operational follow-through.
My background includes high-volume customer support, billing, retention, reservations, sales, client account support, customer feedback, and service-process improvement.
Strong fit for: Client Success, Account Management, Customer Operations, Service Operations, senior support roles.
Contact Antonette →04
RevenueRevenue Operations & Process Improvement
Best FitREVOPSLead flow · follow-up · visibility · conversion process · operational alignment
For businesses that want to understand what happens between lead generation, response, follow-up, conversion, service, and retention.
I connect sales activity with CRM structure, customer follow-up, operational handoffs, automation, and reporting so opportunities are easier to manage and less likely to disappear.
Strong fit for: Revenue Operations, Sales Operations, Growth Operations, CRM-enabled customer acquisition roles.
Discuss an Opportunity →05
VA / Executive SupportVirtual & Executive Assistance
Best FitSENIOR VAAdmin support · inbox · calendar · CRM · follow-up · research · coordination
For founders, executives, and teams that need a dependable VA who can handle the task in front of her while also understanding the process around it.
I can manage inbox and calendar coordination, appointments and meetings, customer and lead follow-up, CRM records, data entry, research, documents and files, reporting, task tracking, recruitment/admin support, and day-to-day business coordination.
Strong fit for: Senior Virtual Assistant, Executive Assistant, Administrative Assistant, Operations VA, Client Support VA, CRM/Admin VA.
Hire Me →How I Approach Improvement
The HEARD™ Method
HEARD™ is the customer-first framework I use to keep operational and systems decisions grounded in real experience, not assumptions.
- H
Hear
Understand the business, team, customer journey, current systems, and what customers are experiencing.
- E
Empathize
Identify where uncertainty, delays, repetition, or broken handoffs affect the customer and the business.
- A
Act
Design the right process, ownership model, customer experience, staff workflow, and system response.
- R
Respond
Improve speed, consistency, visibility, and accountability across the customer journey.
- D
Develop
Measure what happens, listen again, learn from the data, identify patterns, improve the system, and prepare for what comes next.
About Antonette Castorico
A Career Built Across Customers, Teams, Operations, and Systems.
My career started in customer-facing roles, where I learned how customers make decisions, what creates frustration, and how quickly trust can be lost when communication or follow-through breaks.
I later moved into leadership, managing teams of 25 to 35 people across sales and telecommunications environments. My responsibilities included coaching, quality checks, training, attendance, hiring support, performance, and operational follow-through.
My experience also expanded into executive and administrative operations, including document control, procurement, vendor coordination, approvals, records, and direct support to business leadership. Those roles strengthened the discipline I bring to systems work today: accurate information, clear ownership, and reliable next actions.
Since moving into freelance and systems-focused work, I have supported client accounts across multiple industries, implemented CRM environments, built automations, supported Google Ads and local visibility, and designed workflows that connect the customer experience with what teams need to execute behind the scenes.
ROJVIO™ is one of the systems projects that grew from that experience. It is not the definition of my work — it is proof of how I translate operational problems into structured workflows and usable technology.
The common thread across every stage of my career is simple: Every Customer Deserves to Be Heard.™ Better systems should make that easier for the customer and clearer for the business.
What I bring into every role or project.
I do not look at the task in isolation.
I look at the customer impact, the people doing the work, the system they rely on, the handoff to the next person, and what leadership needs to know.
That wider view is what allows me to improve a process instead of simply working around the same problem every day.
What I Bring to the Business
Customer Operations
More than a decade of direct customer-facing experience across support, sales, retention, billing, reservations, and service coordination.
CRM Implementation
Hands-on experience building CRM structures, pipelines, automations, follow-ups, records, and operational workflows.
Business Operations
Process ownership, documentation, approvals, coordination, follow-through, and management visibility.
Revenue Operations
Connecting leads, response, follow-up, qualification, conversion, customer records, and reporting.
Team Leadership
Experience managing, coaching, training, quality-checking, and supporting teams of up to 35 people.
Systems Thinking
Seeing how customers, staff, tools, handoffs, data, and leadership decisions connect across the operation.
Industries I Have Supported
Different Industries. Transferable Operating Experience.
Working across different industries has taught me to separate what is unique to the business from what is universal: customers need clear communication, teams need ownership, systems need reliable information, and leadership needs visibility.
01
Home Services
02
Automotive
03
Retail & Local Commerce
04
Cleaning Services
05
Logistics & Delivery
06
Construction & Trades
07
Roofing & Exterior Services
08
Landscaping
09
Agencies & Consulting
10
Professional Services
11
Field Service Operations
12
Multi-Location Operations
Customer Operations
CRM Implementation
Workflow Automation
Sales & Revenue Operations
Team Leadership
Reporting & Visibility
Confidentiality Matters
Many client engagements are covered by confidentiality agreements, so company names and internal business information are not published without permission.
What I can share is the type of problem I worked on, the approach I used, and the outcome that can be discussed without exposing private client information.
Client Feedback
What It's Like to Work Together.
Real feedback from business owners and clients I've supported across customer operations, CRM, automation, Google Ads, and local visibility.
Every project ends with a better process. The goal is a better customer experience.
How I Work
Understand First. Improve With Evidence.
I prefer to learn how the business actually operates before making changes. The best systems work is iterative: understand the current state, build what is needed, observe real use, and improve from evidence.
Understand
Learn the customer journey, business goal, team responsibilities, current tools, and the problem people are actually experiencing.
Design & Build
Turn the operating requirement into a clear workflow, CRM structure, automation, documentation, or system change.
Stabilize
Watch how the process performs in real use, fix friction, clarify ownership, and correct anything that does not fit day-to-day work.
Improve
Use customer feedback, team input, and operational data to refine the system instead of treating implementation as the finish line.
Customer Experience+Team Reality+Operational Data→Better Decisions
The goal is not perfection on day one. The goal is a process that becomes more useful as the business learns.
Selected Systems Work
Examples of How I Turn Operating Requirements Into Systems.
These are examples of systems thinking and product/workflow design from my own work. They are included as portfolio proof, not as the primary offer of this website.
ROJVIO™ Service Operations
A role-based service operations environment connecting customer requests, office coordination, staff execution, proof, billing readiness, and management visibility around one operating record.
Customer → Office → Team → Execution → Proof → VisibilityROJVIO™ Independent Commerce
A browser-based storefront and seller operations concept for independent and home-based sellers, designed around seller control of products, pricing, fulfillment, payments, and customer ordering.
Seller → Storefront → Customer → Order → Fulfillment → PaymentCustom CRM & Operations Workflows
Client-specific pipelines, automation, lead handling, customer follow-up, staff assignment, operational reporting, and integrated workflows built around the way the business actually works.
Problem → Workflow → CRM → Automation → Team → ResultLooking for Someone Who Can Connect Operations, Customers, and Systems?
I am open to remote roles, long-term client work, and selected systems or operations projects where I can take ownership, solve a real business problem, and improve the process behind the work.
Contact Antonette- 10+ years across customer and business operations
- Leadership experience managing teams of 25–35 people
- Hands-on CRM implementation, automation, and systems work
- Comfortable working with US schedules and remote teams