Customer Service Six Sigma
Resume:
Janet Funkhouser, C.P.A.
Tulsa, OK 74137
abnheo@r.postjobfree.com
BACKGROUND SUMMARY
A proven problem solver and business builder, whose high energy, strong organizational, leadership,
and strategic direction are joined with outstanding analytic, financial, training, communication, creative
and team building skills to generate a positive impact on customers, co-workers and the bottom line.
Constant record of achievement reflecting particular performance and analytical expertise in
integrating strategic planning process and standardizing performance measurement.
PROFESSIONAL EXPERIENCE
CITY OF TULSA, Tulsa, OK 2008-Current
Consultant
Assisting City of Tulsa in assessing Customer Service and Contact Center Operations; leading
transformation of purchasing department to Supply Chain Management organization; assessing
various operational areas, developing recommendations for improvement and implementation plans.
DOLLAR THRIFTY AUTOMOTIVE GROUP, Tulsa, OK 1991-2008
Vice President, Business Strategy (2006-2008)
In conjunction with the Board of Directors’ and CEO, this position was created to formalize the
strategic planning process for a Fortune 1000 company. Responsible for driving the creation and
execution of the long term strategic plan and initiatives, integrating the strategic planning process
within operations; and standardizing performance measurement. Additionally responsible for
implementation of Lean Six Sigma, driving the process change within the Company and identifying
over $20 million in improvement opportunities.
• Standardized strategic planning process and implemented monthly tracking of strategic initiative
milestones.
• Developed process for creation of departmental strategies to support the formal strategic plan.
• Oversaw completion and implementation of several strategic initiatives. Created measurement
tools to analyze results and track financial performance.
• Spearheaded Lean Six Sigma pilot projects. Utilized Lean Six Sigma tools to significantly reduce
transaction time and recognize savings from tightened fleet control.
Vice President, Customer Advocacy (2004-2006)
This position was created by a Board of Directors’ mandate to improve Customer Satisfaction while
simultaneously driving improvement in customer retention. With an annual budget of $6.6 million,
responsible for strategic planning and implementation of customer service initiatives, policies,
procedures and operational and financial results. Additionally oversaw recruiting, training and
leadership development for call center as well as the daily operation and performance of the customer
service department’s call center operation and customer retention employees.
Created and implemented the plan that reduced customer complaints from 10.1 per thousand
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customers to 4.9 per thousand customers in less than 3 years. Reduced number of complaint
contacts by 21% from 2004-2006.
Created and delivered customer retention improvement plans and training for those field locations
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with significant customer service issues; developed measurement tools to monitor improvement
progress.
Developed complaint and issue resolution procedures that successfully resolved 93% of customer
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issues on the first contact, thereby reducing cost while increasing customer and employee
satisfaction.
Oversaw the development of budgets, monthly forecasts and forecast variances for muli-location
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department; supervised payroll processing for over 150 employees; created internal control and
operating policies for department.
Industry Recognition
• Featured panel speaker at Frost and Sullivan Transportation Update, 2005
Staff Vice President, Customer Contact Center Sales & Service (1995-2004)
Successfully led more than 600 sales and service representatives handling over 11 million contacts
annually in call centers representing two brands, in multiple locations in a 24 by 7 environment.
Oversight of more than $38 million in annual revenue. Established budgets, forecasts, policies, and
procedures.
• Increased productivity and decreased costs by creating teams of multi-functional representatives.
Cut costs by $1 million in salary expense by migrating the workforce from full time to part time
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employees. Additionally, cut costs by another $500,000 while increasing customer satisfaction by
consolidating emergency road service activities.
Reduced cost, improved effectiveness and efficiency by spearheading the deactivation of the
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Florida Center while building and activating the Tahlequah, Oklahoma center.
• Oversaw the development of budgets, monthly forecasts and forecast variances for muli-location
department; supervised payroll processing for over 600 employees; created internal control and
operating policies for department.
Industry Recognition
• Awarded one of Most Powerful Women in the Travel Industry by Travel Agent magazine, 1999
• Awarded Most Innovative Speech Application by Nuance, 2003
• Graduate Leadership Tulsa, Class 24
Director, Budget and Planning (1991-1995)
Responsible for completing annual budget with revenues ranging from $750 million to $800 million,
preparing monthly financial, cash and capital forecasts and variance analyses; prepared five year
financial plan.
Developed and implemented formalized budgeting process for Company.
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Developed and implemented formalized financial forecasting procedures.
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Automated process to assess daily cash requirements from bank sweep account.
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Ernst and Young, LLP (1984-1991)
Audit manager focusing on publically traded companies in both Tulsa, OK and Phoenix, AZ
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EDUCATION
B.S. Accounting, Oklahoma State University
Stillwater, Oklahoma
COMMUNITY INVOLVEMENT
• Call Rape, Board of Directors 1993-1996
Fundraising Event Chair 1995
Secretary 1996
• Prevent Blindness Oklahoma
Sip for Site Board Member 1999-2003
Sip for Site Event Chair 2003
• United Way Dollar Thrifty Automotive Campaign Chair 2005
• Alzheimer’s Association
Finance Committee 2007-Present
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