Built and organized, leadership-ready reporting on customer account adjustments, turning over a million disorganized adjustment records into a tool that uncovered unnecessary credits, and outlier behavior, sustaining $7.2M in annual savings.
Content described is actual work I performed at UScellular; confidential details omitted. Outcomes reflect real results. UScellular was acquired by T-Mobile in 2025 and no longer operates as a company as of August 2026.
Leadership had no reliable way to view in-depth company level adjustment reporting at a macro level — existing reports were ineffective to easily reveal fraud risk, outlier employee behavior, or unnecessary credit patterns across departments and teams.
Two years of raw customer account adjustment data (over 1 million line items) pulled directly from internal systems, covering credits applied to customer accounts by employees across all job titles and departments company-wide.
I partnered with the data team to pull two years of adjustment history, then manually corrected employee-to-department assignments within the reporting that had drifted due to team transfers and mislabeling.
I consolidated same-day, same-account, same-employee adjustments into single 'adjustment events' while preserving adjustment-type detail (goodwill, system, error, etc.), then built a filterable Excel reporting model with drill-downs by month, department, team, and employee.
Over 40 role types and 10 departments had never been reliably tracked at high level for adjustment totals, revealing accountability gaps across the organization.
A small number of outlier employees were single-handedly skewing their team's and department's average adjustment totals.
Certain accounts were receiving repeated, unnecessary goodwill credits — sometimes from the same employee — a pattern consistent with avoidable de-escalation shortcuts rather than legitimate billing issues.
The core issue was not a single bad actor — it was a lack of visibility. Without organized reporting, leadership struggled to know at a macro level what was driving adjustment volume, leaving unnecessary credits and high-risk outliers unchecked.
Within two months of the new reporting going live, average monthly adjustments dropped from $2.2M to $1.6M and stayed there, saving the company $7.2M annually.
The reporting became a permanent operational tool for tracking accountability.