operations manager or customer service manager or production man
operations manager, customer service manager, production manager, operations supervisor, production supervisor, customer service supervisor, with 11 years experience looking for a Middle Management position.
Content
RENEA SWIECICKI 855 Rocky Brook Dr. * Akron, Ohio 44313 330-242-5645 * [email protected] OPERATIONS/PRODUCTION MANAGER Motivational leader with an 11 year track record of successful service leadershi p, ongoing customer satisfaction, and proactive process improvements. Known for insight in identifying performance strengths and weaknesses and coaching both su pervisors and staff to reach higher levels of productivity and quality. Skilled in staff training, behavioral interviewing, and participative management. Demons trated ability to work with VPs and C-level executives, vendors, and customer le adership to improve relations and create strategic solutions. Proven skill in mu lti-site operations management and process analysis. Passionately committed to s ervice excellence.
Customer Satisfaction & Retention * Operational Leadership * Staff Training & De velopment Cross-Functional Teams & Training * Employee Morale * Corporate & Customer Commu nications Performance Management * Continuous Process Improvement * Sales Growth * Incenti ve Planning Regulatory Compliance * Creative Problem Solving * Customer Relations * Resource Allocation
PROFESSIONAL EXPERIENCE OLD REPUBLIC DEFAULT MANAGEMENT SERVICES, Akron , OH Lender Default Services Operations Manager * March 2008-June 2009 Manage Valuations team of 20+ employees. Responsible for day to day business op erations, client retention, client acquisition, client presentations, and accoun t management. Developed process maps and procedures. Responsible for all P&L. Responsible for KPI performance. Work closely with executive management in ident ifying new products and strategic direction. Coach, mentor and train employees. Complete performance reviews.
TELETECH HOLDINGS, INC., Elyria , OH . Business Process Outsourcing Call Center Service Delivery Manager * Nov. 2007-Dec. 2007 Responsible for supervision of Service Delivery Supervisors and their teams of 2 50-300 agents. Managed service metrics for the center's client. Given $2,000 a uthority for credits and refunds for customers. Responsible for meeting all cu stomer commitments. Oversaw training and performance management of new agents. NOVASTAR MORTGAGE, INC., Cleveland , Ohio * 2002-2007 $1 billion national wholesale mortgage lender. Director of Service * 2006-2007
Led and oversaw all aspects of wholesale and correspondent customer service poli cies, objectives, and initiatives for all offices. Provided daily feedback to se rvice center leadership on employee service performance and skills. Liaised amon g internal customers and between internal and external groups. Advised on hiring , disciplinary action, performance management, and salary. Managed relationships and negotiated fee reductions and incentives to win back customers. Worked clos ely with Communications, IT, Process Improvement, Training, and HR Teams to deve lop enterprise-wide publications and collateral to promote and improve service e xcellence for sales and operations staff. Coached call center managers one on on e in nationwide center locations. * Hand picked by the President/CEO to establish and develop this new posi tion. * Generated a $102 million increase in sales over a 3 month period using sales contests and incentives to improve internal and external sales staff produ ction. * Raised accountability for performance and service skills by introducing coaching forms and scorecards for all wholesale and correspondent employees. * Increased customer satisfaction as reported in phone surveys and other measures by instituting specific expectations, procedures, and policies targeted at improving customer interaction and employee attitude for the entire operatio n, with emphasis on inside sales staff. * Leveraged ability to identify and deliver constructive feedback on perf ormance strengths and weaknesses to motivate and coach supervisors and staff to deliver improved performance. * Empowered upper management to stay better informed of performance compa red with standards in key service areas by creating a Customer Service Executive Dashboard. * Implemented an electronic call center tracking system to monitor custom er issues and resolution turn times, replacing the inadequate manual system in p lace previously. * Promoted higher "stick rate" through incentives to grow awareness of an d reward customer loyalty. * Authored and implemented e-mail templates to systematize customer commu nication. * Improved accessibility of the corporate website to make it easier for c ustomers to report service issues. * Chosen to orchestrate the annual Leadership Summit for all wholesale an d correspondent SVPs, VPs, supervisors, and managers. * Joined the corporate team developing and implementing a new end-to-end loan origination lending platform.
Closing/Funding Supervisor * 2004-2006 Managed up to 20 staff in closing/funding, warehouse, post closing auditing, and trailing document teams across multiple office locations. Tracked funding and w arehouse errors and enforced accountability for monthly unit production goals, q uality, and service. Ensured compliance with state and government standards and guidelines. * Increased monthly funding unit requirements from 60 to 100, leading to a jump in average funding per closer from 80 to 150 units per month, with severa l closers reaching 200 or more units per month. * Saved $10,000-$20,000 monthly through process improvements and the cons olidation of 3 related positions into a single position of closer. * Encouraged process ownership, which raised production and customer sati sfaction by decreasing error-related funding delays, with a single employee in c harge of each file. * Instituted cross-functional training to improve productivity during emp loyee absence and downtime. * Facilitated company-wide Leadership Training and Service Skill Boosters
. * Decreased daily warehouse wet loan status from average of 5 days to 3. * Worked with the Sarbanes-Oxley (SOX) Team to implement industry regulat ions and financial disclosures. * Improve customer relations and retention through more efficient process es and increased funding turn times resulting from on-site training for the Atla nta-based warehouse lender. * Provided performance coaching that led to promotions for 7 employees an d induction of 4 team members into the Presidents Club out of 20 staff selected from more than 400 operations nationwide. * Reorganized correspondent funder distribution to create better accounta bility and accuracy, resulting in fewer errors and funding delays while fosterin g a greater understanding of the correspondent flow process. * Honored with a Service Excellence Award, Presidents Club membership, an d an Innovations Award. Funder * 2003-2004 Released incoming funds on up to 180 loans/month while maintaining a high level of quality and compliance. Trained incoming funding teams personnel. * Personally generated a dramatic decrease in state and government compli ance errors after being asked to review all peers' HUDs for compliance before fu nding. * Selected by upper management to participate in study conducted by DDI ( Development Dimensions International) to research what elements and characterist ics make a successful employee. * Named a Monthly Top Funder as a result of consistently exceeding monthl y unit goals. Post Closing Auditor * 2002-2003 Audited files and released them to the corporate office within compliance standa rds, with cross-training in file warehousing, funding, and loan entry. * Beat daily auditing goals by 20%. * Activated role of key auditor in charge of resolving file issues. ADDITIONAL POSITIONS (full details available on request) SOUTHWEST GENERAL HOSPITAL , Middleburg Heights , Ohio * 1999-2002 Computed Tomography Radiologic Technologist - Ensured outstanding care and servi ce in compliance with rigorous quality standards while delivering CT services to patients. MEDICAL CENTER SOUTH, Broadview Heights , Ohio * 1997-1998 Director of Radiology - Recruited, hired, and managed performance of radiology s taff, with a strong emphasis on quality control and regulatory compliance. Incre ased community footprint by speaking regularly at awareness events. DEACONESS HOSPITAL , Cleveland , Ohio * 1996-1997 Director of Mammography - Supervised both technology usage and patient education to ensure a smooth service experience for clients. Maintained extensive records and medical documentation for quality control. TRAINING & CERTIFICATIONS Certified Facilitator, Certified in DDI Behavioral Interviewing, Six Sigma Green Belt Certification (in progress), Resolving Conflict, Leading & Facilitating Ch ange, Thomas-Kilman Conflict Mode Instrument & Workshop, and Improving Performan ce Through TKI & Conflict Management, OH P&C license AFFILIATIONS & MEMBERSHIPS
Akron/Canton Chapter of the American Marketing Association member, Toastmas te
Customer Satisfaction & Retention * Operational Leadership * Staff Training & De velopment Cross-Functional Teams & Training * Employee Morale * Corporate & Customer Commu nications Performance Management * Continuous Process Improvement * Sales Growth * Incenti ve Planning Regulatory Compliance * Creative Problem Solving * Customer Relations * Resource Allocation
PROFESSIONAL EXPERIENCE OLD REPUBLIC DEFAULT MANAGEMENT SERVICES, Akron , OH Lender Default Services Operations Manager * March 2008-June 2009 Manage Valuations team of 20+ employees. Responsible for day to day business op erations, client retention, client acquisition, client presentations, and accoun t management. Developed process maps and procedures. Responsible for all P&L. Responsible for KPI performance. Work closely with executive management in ident ifying new products and strategic direction. Coach, mentor and train employees. Complete performance reviews.
TELETECH HOLDINGS, INC., Elyria , OH . Business Process Outsourcing Call Center Service Delivery Manager * Nov. 2007-Dec. 2007 Responsible for supervision of Service Delivery Supervisors and their teams of 2 50-300 agents. Managed service metrics for the center's client. Given $2,000 a uthority for credits and refunds for customers. Responsible for meeting all cu stomer commitments. Oversaw training and performance management of new agents. NOVASTAR MORTGAGE, INC., Cleveland , Ohio * 2002-2007 $1 billion national wholesale mortgage lender. Director of Service * 2006-2007
Led and oversaw all aspects of wholesale and correspondent customer service poli cies, objectives, and initiatives for all offices. Provided daily feedback to se rvice center leadership on employee service performance and skills. Liaised amon g internal customers and between internal and external groups. Advised on hiring , disciplinary action, performance management, and salary. Managed relationships and negotiated fee reductions and incentives to win back customers. Worked clos ely with Communications, IT, Process Improvement, Training, and HR Teams to deve lop enterprise-wide publications and collateral to promote and improve service e xcellence for sales and operations staff. Coached call center managers one on on e in nationwide center locations. * Hand picked by the President/CEO to establish and develop this new posi tion. * Generated a $102 million increase in sales over a 3 month period using sales contests and incentives to improve internal and external sales staff produ ction. * Raised accountability for performance and service skills by introducing coaching forms and scorecards for all wholesale and correspondent employees. * Increased customer satisfaction as reported in phone surveys and other measures by instituting specific expectations, procedures, and policies targeted at improving customer interaction and employee attitude for the entire operatio n, with emphasis on inside sales staff. * Leveraged ability to identify and deliver constructive feedback on perf ormance strengths and weaknesses to motivate and coach supervisors and staff to deliver improved performance. * Empowered upper management to stay better informed of performance compa red with standards in key service areas by creating a Customer Service Executive Dashboard. * Implemented an electronic call center tracking system to monitor custom er issues and resolution turn times, replacing the inadequate manual system in p lace previously. * Promoted higher "stick rate" through incentives to grow awareness of an d reward customer loyalty. * Authored and implemented e-mail templates to systematize customer commu nication. * Improved accessibility of the corporate website to make it easier for c ustomers to report service issues. * Chosen to orchestrate the annual Leadership Summit for all wholesale an d correspondent SVPs, VPs, supervisors, and managers. * Joined the corporate team developing and implementing a new end-to-end loan origination lending platform.
Closing/Funding Supervisor * 2004-2006 Managed up to 20 staff in closing/funding, warehouse, post closing auditing, and trailing document teams across multiple office locations. Tracked funding and w arehouse errors and enforced accountability for monthly unit production goals, q uality, and service. Ensured compliance with state and government standards and guidelines. * Increased monthly funding unit requirements from 60 to 100, leading to a jump in average funding per closer from 80 to 150 units per month, with severa l closers reaching 200 or more units per month. * Saved $10,000-$20,000 monthly through process improvements and the cons olidation of 3 related positions into a single position of closer. * Encouraged process ownership, which raised production and customer sati sfaction by decreasing error-related funding delays, with a single employee in c harge of each file. * Instituted cross-functional training to improve productivity during emp loyee absence and downtime. * Facilitated company-wide Leadership Training and Service Skill Boosters
. * Decreased daily warehouse wet loan status from average of 5 days to 3. * Worked with the Sarbanes-Oxley (SOX) Team to implement industry regulat ions and financial disclosures. * Improve customer relations and retention through more efficient process es and increased funding turn times resulting from on-site training for the Atla nta-based warehouse lender. * Provided performance coaching that led to promotions for 7 employees an d induction of 4 team members into the Presidents Club out of 20 staff selected from more than 400 operations nationwide. * Reorganized correspondent funder distribution to create better accounta bility and accuracy, resulting in fewer errors and funding delays while fosterin g a greater understanding of the correspondent flow process. * Honored with a Service Excellence Award, Presidents Club membership, an d an Innovations Award. Funder * 2003-2004 Released incoming funds on up to 180 loans/month while maintaining a high level of quality and compliance. Trained incoming funding teams personnel. * Personally generated a dramatic decrease in state and government compli ance errors after being asked to review all peers' HUDs for compliance before fu nding. * Selected by upper management to participate in study conducted by DDI ( Development Dimensions International) to research what elements and characterist ics make a successful employee. * Named a Monthly Top Funder as a result of consistently exceeding monthl y unit goals. Post Closing Auditor * 2002-2003 Audited files and released them to the corporate office within compliance standa rds, with cross-training in file warehousing, funding, and loan entry. * Beat daily auditing goals by 20%. * Activated role of key auditor in charge of resolving file issues. ADDITIONAL POSITIONS (full details available on request) SOUTHWEST GENERAL HOSPITAL , Middleburg Heights , Ohio * 1999-2002 Computed Tomography Radiologic Technologist - Ensured outstanding care and servi ce in compliance with rigorous quality standards while delivering CT services to patients. MEDICAL CENTER SOUTH, Broadview Heights , Ohio * 1997-1998 Director of Radiology - Recruited, hired, and managed performance of radiology s taff, with a strong emphasis on quality control and regulatory compliance. Incre ased community footprint by speaking regularly at awareness events. DEACONESS HOSPITAL , Cleveland , Ohio * 1996-1997 Director of Mammography - Supervised both technology usage and patient education to ensure a smooth service experience for clients. Maintained extensive records and medical documentation for quality control. TRAINING & CERTIFICATIONS Certified Facilitator, Certified in DDI Behavioral Interviewing, Six Sigma Green Belt Certification (in progress), Resolving Conflict, Leading & Facilitating Ch ange, Thomas-Kilman Conflict Mode Instrument & Workshop, and Improving Performan ce Through TKI & Conflict Management, OH P&C license AFFILIATIONS & MEMBERSHIPS
Akron/Canton Chapter of the American Marketing Association member, Toastmas te
