Project Manager Customer Service

Lori M. Sampsel **** Guilford Rd.

Seville, OH ***73

****.*******@*****.*** 330-***-****

EXECUTIVE SUMMARY: A dynamic, industrious, innovative project manager with

a record of developing creative and feasible solutions resulting in process

improvements and cost reductions; an Executive MBA who is a goal driven,

analytical professional that thrives on challenges. Specific areas of

expertise include: project management, quality control, growing revenue,

process improvement, technical support, inventory control, materials

management and warehouse operations. Experience with start-up and

relocation of facilities and understands the importance of team building

and mentoring of personnel. Currently an adjunct faculty member at local

University teaching Healthcare Office Finance as part of the Healthcare

Office Management curriculum.

PROFESSIONAL EXPERIENCE

Crothall Services Group, National 1/2012

to present

Per Diem, Operations Management Support

Provide Operational Management support for various facilities & new start-

up facilities.

CVS Caremark, Solon, OH 2012 to

11/2012

Unit Manager

Responsible for the management of Business Systems Production Support.

Includes daily operation of support group and substantial involvement

associated with both re-host and integration projects involving 3.5 million

members. Involved in go-live and post go-live efforts ensuring minimal

impact to members.

Crothall Services Group, Akron, OH and Cleveland, OH 2005 to 2012

Project Engineer, Nationwide

Resident Regional Manager, Cleveland Clinic Foundation

Director, Patient Transportation, Akron General Medical Center

Responsible for the management of union operation, providing facility

wide transportation of patients. Service operation includes quality

control, customer service, cost control, budgetary and financial

reporting. Implemented redesign of existing department including the

development of key performance indicators and incentive driven

initiatives.

Hitachi Medical Systems, Twinsburg, OH 2003 to 2004

Consultant, Warehouse Management, Inventory Control

Responsible for benchmarking existing process/flow of internal operations

and develop implementation plan for resolution of identified issues and

cost reduction/process improvement objectives. Assist with

implementation and manage day-to-day operations of warehouse personnel

especially in relationship to materials control and inventory management.

Includes analysis of Customer Support, Service Repair, and Field Service

Engineers daily processes and procedures.

MCSi, Cuyahoga Heights, Ohio 2001 to 2003

Headquartered in Dayton, Ohio, MCSi is North America's largest supplier and

integrator of presentation, broadcast and supporting network technologies.

MCSi has more than 100 offices throughout the United States and Canada, and

a legion of partnerships with leading manufacturers. MCSi has 1500+

employees and revenue of $810 million in 2001.

Director of Operations, Managed Services

Provides leadership and support for Service initiatives nation-wide.

Responsible for Cleveland based Network Operations Center, which provides

IP based room control and monitoring of audiovisual and videoconferencing

equipment. Management of personnel at 24x7 facility. Responsible for

the establishment and implementation of standardized operating procedures

related to National Accounts. Responsible for revenue generation

programs and the education of both internal and external clients.

. Created new business unit, Managed Services, from the ground up.

. Set up and managed temporary Network Operations Center within five

month period; included resource hiring, establishing bandwidth

requirements and implementation of required hardware, development of

internal operating procedures, part number creation, capital

expenditure and asset management as well as inventory control.

. Acted as Project Manager for overall system programming and

implementation of proactive monitoring suite of offerings.

. Responsible for the physical design/construction of permanent Network

Operations and Data Center.

. Developed both internal and external marketing brochures and created

training manuals for Sales and Technical personnel.

. Sole responsibility for the design, development, and implementation of

trade show booth and educational training seminars.

. Created Sales initiative programs to promote revenue generation. ["Try

It & Buy It" and "Profit In Your Pockets"]

Telxon Corp., Akron, Ohio 1996 to 2000

A global enterprise that designs and manufacturers wireless and mobile

information systems, with 1400 employees, 40 offices in the U.S., and

subsidiaries and distributors in more than 60 countries.

Vice President Operations

Responsible for proactive account management of Domestic, International,

and Channel Partners. Included company-wide support of field personnel

in areas such as account management, technical support, order processing,

and problem resolution. Interacted frequently with Sales, Manufacturing,

and Engineering management. Also responsible for analysis and reporting

of quarterly revenue to senior management. Accountable for driving

revenue to targeted goals and for customer relations. Responsible for

the project management of Oracle conversion and facility relocation.

1. Converted from an IBM to an Oracle based system on time. This

included the manual conversion of over 2500 orders, at a time business

was three times normal. Included in-house training as well as field

rollout. Accomplished without interruption of day-to-day operations

during peak, end of quarter period.

2. Implemented process improvements at an estimated annual cost savings

of $55,000 by eliminating the need for two temporary employees.

3. Restructured department resulting in estimated annual cost savings of

$70,000, improved receipt-to-entry time, and customer satisfaction.

4. Changed mission of department resulting in improved customer

satisfaction within first month of implementation, as well as

elimination of redundant efforts by developing and training employees

with the skills required to proactively manage accounts.

5. Participated in the on-line development of standard product sales

manual, which resulted in reducing research time.

6. Established company wide customer satisfaction Hot Line to measure

overall satisfaction, which resulted in process improvements in both

manufacturing facilities and corporate operations.

7. Participated in the relocation of the Akron facility to Houston, which

was accomplished without the use of costly recruiting firms and

without incurring staffing related relocation costs at an estimated

savings of $700,000. This involved process evaluation, customer

relations, physical logistics, system analysis, and staffing and

training.

Dreher Business Products, Strongsville, Ohio 1996

An information technology provider that offers a complete range of

hardware, supply products and expert services to companies who want a one-

stop, total solution to their business needs.

Director, Customer Service

Responsible for the development and management of customer support and

purchasing as well as implementation of process improvements.

8. Restructured department resulting in improved customer relations by

improving receipt to completion time for order processing within first

month.

9. Analyzed performance measurements and instituted planned process

improvements.

10. Analyzed vendor performance and structured goals/objectives resulting

in vendor backlog reduction, improved buying practices, and improved

vendor relations.

11. Established education/training for on-going development of

departmental employees.

The Future Now, Akron, Ohio 1994 to 1996

A provider of information technology products, services, and solutions.

Director of Operations

Responsibilities included the management of Hardware/Software

Configuration, Warehouse, Customer Billing, Purchasing, and Inventory

Control of over $25 Million in product, Product Liquidation, and

Customer Returns. Project Management and Quality Control

implementation in relationship to inventory control and production.

12. Reduced inventory $15 million while increasing customer base.

13. Reduced customer returns 4% across all branches by enforcing sales

impairments and customer restocking policies.

14. Increased Configuration production from an average of 950 to over 2000

per month.

15. Cleared a one-year company-wide backlog of barter sales by liquidating

over $6 million in product sales.

16. Participated in the relocation of the Akron facility to Memphis, which

involved process evaluation, customer relations, physical logistics,

and system analysis. Completed on schedule and without interruption

of day-to-day operations.

Babcock & Wilcox Co., Barberton, Ohio 1975 to 1994

Worldwide locations serving customers in electric and nuclear power, pulp

and paper, industrial, construction services, and environmental markets.

EDUCATION

EMBA (Executive Program)

B.G.S. - Major in Psychology, Minor in Computer Science & Business

AA - Health Care Office Management

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