Customer Service Manager

ROBERT DORSAM, MBA ** Towpath Way New

Hope, PA **938 267-***-****

http://mycareerhighlights.com/robertdorsam

abm4yf@r.postjobfree.com

Seeking a position in BUSINESS OPERATIONS MANAGEMENT

(Financial Services...Insurance...Consulting)

Expertise in the areas of:

Strategic Planning Cost Containment/Reduction

Program/Project Mgmt

Operations Management Risk Assessment/Mgmt Creative Problem

Solving

Team Builder/Mentor Bottom-Line Drivers Performance

Improvement

Service Delivery Excellence Process Design/Improvement

Compliance Mgmt (SOX)

Culture Change Internal & External Consulting Innovation

"Resourceful, astute business leader with proven track record of

translating strategic initiatives into practical/tactical solutions to

achieve desired results."

PROFESSIONAL EXPERIENCE

Consultant/National Practice Management Director, AC LORDI CONSULTING, 2004-

present

Provide a range of consulting services relating to compliance management,

reporting frameworks, operational controls, business/enterprise risk

management, accounting support, and IT and internal audit sourcing.

Brought in originally to develop a process and to document the SOX

methodology used by the firm. My role grew to develop 'dashboards' and key

performance indicators establishing a formal reporting and accountability

structure for the firm (i.e. culture change). Provide firm-wide oversight

for resource scheduling and utilization.

< Significantly increased revenues acquiring additional service

contracts based on providing exemplary client services.

< Played key role in developing SOX 404 compliance methodology and tools

for client use.

< For UNISYS CORP, consulted as Acting Director of the Global SOX PMO.

< For TOWERS PERRIN, increased scope of project and revenue by 115% (or

$1.5 million) as Customer Relationship Manager (CRM).

< For ANIMAS CORP, led the SOX compliance implementation.

< For EXIDE GLOBAL TECHNOLOGIES (covering 89 countries), directed

significant engagement for SOX entity level control definition,

documentation and testing.

< For DYNCORP INTERNATIONAL, performed extensive business risk

assessment, interviewing 40 of the top executives. Results were

consolidated for presentation to Audit Committee.

Principal Consultant/Founder, MASROD ENTERPRISES, 2003-2004

Promoted and provided a range of business advising services relating to

operational analysis, performance improvement, coaching, process

improvement, facilitation, methodology development and documentation.

< For AOL, recommended/implemented cost reductions exceeding $1.5

million annually.

< For AT&T, coached and mentored 22 executives and managers relating to

career transition.

< Facilitated the development process and documented the SOX methodology

approach and tools used by Lordi Consulting to aid companies to become

compliant with the Sarbanes-Oxley Act of 2002.

Operations Management (VP, Director, Manager), PRUDENTIAL FINANCIAL, 1980-

2002

Rose, through multiple promotions, to take on ever increasing levels of

responsibilities for this financial services leader, especially in the

areas of RISK MANAGEMENT, PROCESS MANAGEMENT, STRATEGIC PLANNING, and

SYSTEMS.

(overview of roles/dates/etc. on Page 2)

ROBERT DORSAM, MBA

Page 2

PRUDENTIAL FINANCIAL Overview of Roles, Responsibilities, and

Highlights:

As Vice President, PMO- Corporate Risk Management (1999-2002), charged with

ensuring the authorization, distribution and reconciliation of the $17

billion dollar distribution of value for Prudential's IPO. Provided

leadership ensuring actuarial resources were provided to Operations,

Systems, User Acceptance Testing, internal auditors and financial areas.

Defined team structure, approach and led team in creating and monitoring

controls ensuring the $17 billion dollar IPO compensation was accurately

distributed and booked to the GL.

< Concurrently led 5 business Data Validation Teams while providing

program management (PMO) for 6 additional Actuarial Teams for the

IPO. Interfaced extensively with senior executives, internal

finance partners, internal and state auditors while managing

several vendor relationships.

< Approved all enterprise IPO reports recommending their use for the

distribution. Defined process and coordinated all enterprise sign

offs to authorize the IPO.

< Negotiated schedules, issues and Go/No-Go decisions as the single

point of contact for the Actuarial Department related to the IPO.

As Director, Process Management (1993-1998) and earlier, Manager, Strategic

Planning Unit (1992), directed enterprise-wide assignments in the Process

Owner Office, Post Issue Rules, and the Life Reengineering Team utilizing

subject matter experts charged with creating a new totally integrated post

issue customer service strategy. Led cross-functional Customer Service

Office Tools Team in directing enhancement prioritization, systems

implementation and rules changes that improved efficiency and service on a

company-wide basis.

< Reduced costs and improved efficiencies by reorganizing service

delivery strategy by implementing new processes, reducing requirements

and consolidating all customer support into three centralized call

centers.

< Positively impacted millions of transactions and customer requests;

example: One initiative saved $5.4 million, eliminated 16.7 million

letters, and reduced 33,000 telephone calls annually.

< Led team in developing improved operation functions in company's

largest operations center resulting in eliminating 25 tons of output,

6 million actions annually and 77 full time staff equivalents.

As Manager, Operations and Systems (1980-1991), guided multiple operations

and systems organizations improving efficiencies, development of human

capital and improved customer service. Improved the support of over 10,000

representatives by establishing cross-functional teams that improved

operations; developed metrics that greatly improved service, quality and

reduced expenses. Managed multiple customer service organizations during

the build-out and consolidation of Prudential's largest regional home

office.

< Led the application development teams that defined business

requirements, programmed, tested and implemented a control system for

10 million policies.

< Directed the operations and systems support to over 1500 people with a

staff of 80 systems professionals performing daily execution of 32

systems.

< Provided mission-critical consultative direction for the on-site start-

up of Prudential's International Department in Spain and Italy.

EDUCATION / OTHER

M.B.A., Management, and B.S., Business Administration

CONCORDIA UNIVERSITY

US Patent Holder: business accessory product

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