Six Sigma Service

ERIC MATTENSON

* ****** ******

West Orange, NJ *7052

201-***-**** ab9jeo@r.postjobfree.com

SUMMARY

Service Operations Executive with experience in the healthcare (Quest Diagnostics), financial (GE Capital) and travel

services (American Express) industries. Consistently deliver exceptional results (service, efficiency, quality, and

growth) by leveraging cultural transformation, process excellence/Lean Six Sigma, and innovative IT solutions.

Change Leader with a track record of successfully leading high-impact, complex, transformational initiatives in a

variety of domains at the Enterprise, Functional and Workgroup level (Lean/Six Sigma, Customer Experience,

Restructuring).

Intrapreneur who created and established highly effective new roles, functions or organizations within companies.

Each position to-date, has been an internal startup.

PROFESSIONAL EXPERIENCE

QUEST DIAGNOSTICS, Madison, NJ 1999 – 2013

$7.5 billion, Fortune 500 company with 45,000 employees. Quest Diagnostics is the leading provider of medical diagnostic

testing and services in the US.

VP, Customer Touch Processes (2004-2013)

Led the frontline service operations of Quest Diagnostics' $5 billion Physician Line-of-Business. Oversaw a workforce of

15,000 in four functions: logistics pickup and delivery (90,000 daily stops), retail/patient healthcare service centers (5,00 0

locations and 50 million patient encounters/year), call centers (30 call centers with 21 million inbound and outbound

calls/year) and customer solutions (a sales support function managing client setup/on-boarding, escalated problem

resolution. at-risk management, etc.)

Established centralized Process Ownership and drove functional standardization (e.g. systems, processes,

equipment, policies, metrics/targets across geographically dispersed, previously decentralized field operations in

all four functions.

Deployed a comprehensive Customer Experience program across the 4 functions (defined standards &

expectations, ongoing training and reinforcing communications, leadership development/coaching for frontline

Supervisors & Managers, aligned reward/recognition and performance management systems, an innovative

employee recruitment & selection platform, etc). Drove a 56% improvement in Customer Satisfaction metrics.

Delivered >$115 million in sustainable productivity improvement while maintaining superior service. Example

initiatives included: deployment of staffing models to better match staffing to customer/transaction flow,

implementation of sophisticated route optimization tools and a cadre of trained route administrators for the

logistics network, deployed a variety of self-service capabilities for patients and physicians.

Implemented innovative technologies to improve quality, service and efficiency. Creating integrated solutions by

partnering with a range of best-in-class 3rd party partners. Examples include: package tracking, web/IVR -based

appointment scheduling, and a first call resolution platform.

Deployed Balanced Scorecards for performance metrics, driving accountability in all 4 functions.

Concurrent roles:

Interim National Director, Patient Services (2004-2009)

Interim National Director, Logistics (2006-2007)

Interim Enterprise Reshape Leader/VP, Six Sigma (2010-2011)

Lead the Enterprise-wide Reshape program – a 3-year program designed to reduce company cost structure by $500 million

while maintaining quality and service levels. Concurrently, lead the Six Sigma organization.

Delivered $434 million in savings in 2010-2011.

Drove the portfolio of over 200 initiatives across 9 lines-of-business (LOB) and 10 functions including: lead the

regular senior leadership Steering Team forums, conducted monthly detailed initiative reviews with all

LOBs/functions, and maintained monthly financial tracking at the initiative and rollup levels.

Designed and developed the Enterprise program (in partnership with external consultants ), as one of ten-member

Reshape Core Team.

ERIC MATTENSON

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201-***-**** ab9jeo@r.postjobfree.com

VP, Six Sigma (1999-2004)

Joined Quest Diagnostics to launch and build the Six Sigma initiative from scratch in November, 1999. The company’s

public commitment to employees, customers, and shareholders was: To be a Six Sigma Company – defined both in terms of

results and behaviors.

Launched and built the Lean Six Sigma program from the ground up for Quest Diagnostics.

Built an infrastructure of 21 MBBs, 140 BBs & >1,000 GBs positioned in every business unit and key functions.

Achieved over $100 million in financial impact, a 5:1 ROI (while only 50% of projects in the portfolio were targeted

to deliver hard dollar benefits) in year 3 of the program (2003).

Completed over 1300 Black Belt and Green Belt projects over 3.5 years. 75% of projects reduced defects by > 50%.

Established disciplined operating mechanisms to assure alignment of project portfolio with strategic and operating

priorities.

Established disciplined selection, development, performance manageme nt, certification and placement processes

for Six Sigma personnel.

Developed and deployed a comprehensive Six Sigma education and training menu including Champion, Black Belt,

Green Belt, Control/Handoff, Replication, DFSS, Lean and Awareness training (which was delivered to all 37,000

Quest Diagnostics employees).

Deployed a Six Sigma Cultural Assessment workshop to all Business Units to measure current capabilities versus

ideal performance on 20 behaviors defined as the hallmark of "A Six Sigma Company".

GE CAPITAL SERVICES, Stamford, CT 1995 – 1999

A $40 billion diversified financial services company with 28 subsidiary business units. GE Capital represented over 40% of

the net income of General Electric. At the time, the world’s largest non-bank finance company.

Consumer Segment Process Leader: Credit Applications & Servicing Accounts (1998-1999)

On the senior leadership team chartered to reduce GE Capital consumer segment “back office” expenses by $200 million

(30%) while achieving superior process performance. Responsible for leading integration and outsourcing strategies across 4

business units: auto leasing, mortgage, bankcards and private label credit cards for application processing and account

servicing (including inbound call centers).

Led a 25-person cross-functional (Operations, Quality, Information Technology, Finance, Legal) design team that

delivered $14.6 million in annualized cost savings for application processing and $12 million for account servicing.

Executed a rigorous Six Sigma-derived design process to fully define requirements and produce designs optimized

for cost, quality, cycle time and compliance.

Managed several outsourcing pilots including: inbound call servicing in India and application data entry in Mexico

and India.

Developed and deployed a comprehensive pilot planning and tollgate methodology for managing 27 projects

transitioning various sub-processes to Mexico and India (used by all processes within the initiative’s scope).

Quality Leader, Process – GE Capital Corporate Quality (1995-1998)

On the corporate headquarters leadership team that designed and deployed the pioneering application of Six Sigma in a

service company. GE Capital dedicated 1.5% of its 65,000 employees worldwide to full-time quality roles. In 1998, $82

million was invested in the initiative across GE Capital’s 28 business units and it produced $250 million in incremental net

income.

Led the effort to develop GE Capital’s Six Sigma Methodology & Training, as chief methodology architect. Worked

with World Class partners from Coopers & Lybrand, Joiner Associates, Interaction Associates, Juran Institute,

Qualtec, Motorola and others to pioneer the adaptation of Six Sigma to a services business.

Created suites of courses for Champions, MBBs, BBs, GBs, etc on Process Improvement (a services adaptation of

DMAIC), Design for Six Sigma (a service design methodology that previously was not part of Six Sigma) and

Process Management (an expansion of the Control concept in DMAIC).

Provided Six Sigma consulting and coaching to business leadership teams, business Quality Leaders, Master Black

Belts, and Black Belts.

o Provided focused consulting for 90 days to 5 GE Capital businesses to help accelerate their Process

Management efforts and strengthen MBB development.

o Developed (and facilitated in several business units) a 1-day process for integrating the DFSS methodology

and information systems development methodologies on a project-specific basis.

ERIC MATTENSON

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201-***-**** ab9jeo@r.postjobfree.com

AMERICAN EXPRESS (formerly Thomas Cook Travel), Cambridge, MA 1993 – 1995

The 3rd largest travel management company in the U.S. with $2.8 billion in sales and 4,000 employees at over 400 locations,

nationwide.

Vice President, Quality Leadership – Thomas Cook Travel (1993-1995)

Reporting to the Thomas Cook company Chairman, led development and implementation of a nationwide high-employee

involvement strategy for quality improvement.

Created the Corporate Quality Leadership organization.

Developed and deployed team-based problem-solving and process improvement training to over 2800 employees.

Established 8 regional steering committees, trained 160 facilitators, supported over 100 quality improvement teams.

Produced over $2.5 million in savings (an ROI of 92%) in first year of projects.

Co-sponsored Quality integration team when American Express acquired Thomas Cook.

Assistant Vice President, Management Reporting – Thomas Cook Travel (1990-1993)

Managed product and software development, operations management, and customer service for an information

management service for external customers. Staff of 27, national client base of 1,100 clients.

Integrated the Crimson Travel (10th largest US agency) and Thomas Cook (3rd largest) Information services

organizations.

Maintained customer satisfaction ratings of 5.9 (on a 6-point scale).

Implemented customer-aligned teams, customer-driven process measures and a continuous improvement process.

Manager, Management Reports Group – Crimson Travel Service (1987-1990)

Staff of 9, regional client base.

Created the department and product line.

Grew department to support 600 client accounts with customized reporting packages .

Developed travel industry-pioneering, PC network-based, executive summary level management reporting

production system.

Marketing Specialist, Corporate Travel – Crimson Travel Service (1985-1987)

Provided commercial sales support for regional travel management company .

Redesigned standard corporate travel proposal.

Developed competitor intelligence system.

Designed sales training and sales collateral materials.

Product manager for promotional airline and hotel products.

TEMPLE, BARKER AND SLOANE, INC., Lexington, MA 1981 – 1983

A premier strategy management consulting firm - now Mercer Management Consulting.

Research Associate: Strategy Consulting

Prepared competitive analyses, technology assessments and client -tailored business cases for telecommunications,

microcomputer and information industries.

EDUCATION

M.B.A., Focus on marketing and Entrepreneurial Business, Stanford Graduate School of Business

B.A., Economics, magna cum laude, phi beta kappa, Brandeis University

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