Project Manager Customer Service

STANLEY C. HAUSMAN JR.

**** ****** **** ~ Lincoln, NE 68516 ~ (402) 261–6887 ~ *********@*****.***

OPERATIONS AND MANAGEMENT EXECUTIVE

Business Improvement and Cost Reduction Road-Mapping

Experienced in Personnel Management / Training and Team Development

Financial and Budgetary Skills

Third Party and Customer Relationship Management

Project Manager

Management of Cross Departmental Initiatives

• Proven Successful Leader with a consistent history of delivering outstanding productivity

improvement and cost reduction solutions. Successful in the procurement, selection of vendor and

installation of technology solutions. District Auditor responsible for the compliance of multiple locations.

Leader of departments and locations. Successful in strategic recruitment / retention and diversity

management.

• Business Unit Manager disciplined in prioritizing needs and all facets of change management in

meeting strategic goals. This includes account payable/receivable processing, account reconciliation,

variance reporting, delivering automation, consolidation, knowledge management, and productivity.

Talented in leading and mentoring cohesive, productive teams and structuring operations.

• Project Spearhead with “big picture” focus; combining new methodologies with financials to

establish a competitive edge and grow bottom-line productivity. Experienced in design, coordination,

implementation and evaluation of system installations.

PROFESSIONAL EXPERIENCE

Sterling National, Lincoln, NE 2008 – April 2010

Director – Hazard Operations

Scope: We are a provider of hazard outsourcing services for 13 clients. I directed 200 phone associates

in two locations, Lincoln, NE and Raleigh, NC. I was responsible for inbound hazard insurance calls,

inbound/outbound calls for the Property Loss department, inbound Property Claim calls, outbound Risk

Mitigation calls, and inbound calls for our Consumer Marketing department (220,000 calls per month). I

oversaw a staff of 3 managers, 9 supervisors, and 10 team leads.

Selected Key Performance Indicators:

• Improved associate turnover in 2008 and 2009. Overall reduction of over 20%. Part of the

improvement was due to the installation of the CAM program (Certified Associate for Mentoring).

• Accountable for hiring, training, and auditing for the two sites.

• Sterling National’s customer care centers have been recognized as Certified “Centers of

Excellence” by BenchmarkPortal in conjunction with the Center for Customer-Driven Quality™ at

Purdue University for 2008 and 2009. This certification ranks Sterling National’s call centers among in

the top 10% of the 20,000 call centers studied by BenchmarkPortal throughout North America.

• Increased call quality results in both 2008 and 2009 to an average of 97.8%.

• Decrease overall call time by 6.25%.

• Improved retention rate in Consumer Marketing from 28% to 34%

• Moved appropriate operational functions off shore to reduce costs.

• Installed IVR solution (English and Spanish) for Property Loss section and introduced skill based

call routing.

• Introduced voice recognition to the IVR for Hazard and Property Loss departments.

• Established a website for Property Loss.

• Opened a project to study the efficiencies of work at home and web chat solutions.

• Established best practice and introduced a universal claim packet to be used by all clients.

• Introduced automation into the fax follow up process.

• Redesign of the pegging application for Hazard and Property Loss departments.

Finance:

Prepared and managed annual operational budget of $5.5 million.

Transamerica Insurance and Investment Group, Kansas City, MO 1997 – 2007

Director – Reinsurance Operations

Scope: Directed 55 reinsurance professionals in policy administration (approx. 1.5 million cessions), claim

recoveries (approx. $586 million annually) and accounting for premium payments (approx. $610 million

annually). Also, project manager responsible for a new administration system and developing the

organizational design to meet the needs of the department. Accountable for all personnel actions in the

department. Member of the claim/underwriting review team responsible for contested claim review.

Responsible for the negotiating and management of reinsurance treaties.

Selected Key Performance Indicators:

• Directed procurement and installation of a new administration system (budget $12 million). This

included testing, team training activities, and implementation of new productivity and quality metrics.

The project was completed ahead of schedule and within budget.

• Directed business analysts in the installation and support of a new administration system resulting

in the successful implementation of the administration system.

• Increased policy input production by 15% and quality by 9%.

• Coordinator for all internal and external auditing

• Prepared and managed departmental budget.

• Department Manager of Policy Change - responsible for budgeting, customer call service, policy

administration, and annuity processing

Finance:

• Accountable for all budgetary responsibilities and financial planning.

• Responsible for general ledger, monthly closing, annual reporting, and account payable/receivable

daily processing.

• Leader in the development of procedures to meet the requirements of Sarbanes-Oxley (SOX).

• Responsible for directing accounting professionals and all accounting functions. Improved process

to allow for monthly payments/recoverables versus quarterly reporting.

• Coordinated a project that recovered $4 million in unclaimed recoverables.

Yellow Roadway Corporation Worldwide, Overland Park, KS 1989 – 1997

Senior Analyst/Process Engineer

Scope: Responsibilities included optimizing routing for the national distribution of shipments,

establishment of new customer service center, work measurement/costing and process auditing and

improvement in dock operations.

Selected Key Performance Indicators:

• Responsible for the optimizing of the routing network. Improved delivery times by 6% and load

capacity by 7%.

• Lead project analyst and coordinator for the development and implementation of a program to

reverse the trend of decreasing productivity on the dock. This resulted in a companywide savings of $4

million annually.

• Coordinator of team to establish new yard layouts and productivity improvements. Results were

12% fewer moves and an increase in productivity of 22%.

Special Project:

• Coordinator in the establishing of the first customer service center in the organization. Responsible

for the integration of the legacy systems into the project. The results were an increase in worker

morale and an increase of productivity of 12%.

United Parcel Service, Louisville, KY 1976 – 1989

Center Manager

Scope: Responsibilities included the management of hub/center distribution facilities, budgeting planning

and variance explanation, process improvement, auditing, labor relations, personnel, sales, and customer

service.

EDUCATION/PROFESSIONAL DEVELOPMENT

Education:

Masters of Business Administration Keller Graduate School

B.S. Accounting University of Kentucky

B.A. Business Administration University of Kentucky

Professional Development:

Project Management, Communispond Presentation Skills, Covey Leadership, IRA Tax Auditing, Maynard

Operation Sequence Training, Field Industrial Engineering, Labor relations, Sales, and Management

School.

COMPUTER SKILLS

I3, Interactive Supervisor, MSP, Microsoft Office Suite (Excel, Access, Word, PowerPoint), SAS, Focus,

ISPF, TSO, DOS, C++, ArcInfo, MapInfo, LAN and Mainframe, PeopleSoft, LifePro, Lipas, R Plus, Filenet,

AWD, MSP, V3.

CIVIC INVOLVEMENT

United Way, TLC Cares, Foster Parenting, Corporate Challenge, Little League Baseball

Contact this candidate