Management Human Resources

Jeffry Kostic

Email: *********@********.***

Address: *** ********* ******

City: Wayne

State: NJ

Zip: 07470

Country: USA

Phone: 973-***-****

Skill Level: Management

Salary Range: $140,000

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

Jeffry Kostic 114 Greenrale Avenue

973-***-**** email: *********@********.*** Wayne, New Jersey 07470

Offering Diverse Operational & Administrative Management Expertise including:

Serving as Chief-of-Staff for VP with oversight of 500+ person business unit; Approving Major Administrative & Operating Procedures; Directing Large Initiatives within Strict Time Lines & Budgets; Coordination Between Operating Companies for Pricing, Logistics & Issues; Developing and maintaining relationships with C-level executives; Developing, Championing & Implementing Corporate Standards & Policies; Program Implementation to Drive Short-term Maintenance with Significant Long-Term Revenue & Profit Enhancement; Leading Operational Service Functions in Procurement/Strategic Sourcing, Facilities, Travel, Staffing

Serving as a Change Agent, Chief of Staff/Director - Vendor/Supplier Management

Building High Performance Management Teams Capable of Supporting Sustained Rapid Growth; Serving on Due Diligence Teams for Acquisitions Ranging to $250 Million; Designing and implementing vendor management program to conduct due diligence and measure vendor performance for over 50 significant vendors with total annual spend in excess of $400 million; Overseeing Strategic Sourcing department responsible for practicing effective cost management of sourceable spend in excess of $500 million; Building High Performance Management Teams Capable of Supporting Sustained Rapid Growth; Serving on Due Diligence Teams for Acquisitions Ranging to $250 Million

Managing Business Migration to Provide Savings of $12.3 Million Annually

Holding Juris Doctor coupled with Bachelor of Arts Degree

PRUDENTIAL FINANCIAL - 5/2008 to Present

The Prudential Insurance Company of America with 2008 revenues

of $26 billion and staffing of 40,000 personnel worldwide.

DIRECTOR, GROUP INSURANCE CONTRACTS (2010 - Present) - Led team of 40 associates tasked with preparing filings for and drafting of contracts for Group Insurance products (Life, ADD, GVUL, VUL, Critical Illness, Dental). Identified opportunities for process development/enhancement. Built and nurtured partnerships with key business partners in Underwriting, Claims, Customer Service, and Sales and Account Management.

Successfully implemented process and cultural changes with positive impacts to Employee and Customer Satisfaction - Developed Continuous Process Improvement program led by front-line associates, who were accountable for identifying and resolving process issues. As a result, over 40 process improvements were identified and implemented in 2011. This resulted in reduced turnaround time for all case/filing types by 20-50%, achieved double-digit increases in employee and customer satisfaction scores,

Redesigned Division Organizational Structure to align with long term strategic objectives - Leveraged staff attrition to onboard dynamic management team focused on improving process, leveraging existing technology, and increasing partnership with key stakeholders. Laid the foundation for the substantial cultural change inherent in moving an organization forward.

Led initiative to redesign Quality Review program - In response to employee concerns regarding various aspects of the Quality Review program, assembled team and provided direction and support in the redevelopment of Division Quality Review process to align with stated goals of transparency, objectivity, consistency, and collaboration. Reviewed and approved all documentation and supported rollout of redesigned function. Maintained quality levels while changing perception of Program from punitive to an effective coaching and feedback tool.

Participated in Organization-wide Leadership Initiatives -As part of an initiative designed to instill the principles of leadership in front-line managers, developed and presented the organizational vision of leadership and the inherent cultural change in turning managers into leaders. Introduced these concepts to approximately 200 front-line leaders. Continue to partner with Human Resources, Learning and Development, and Senior Management to develop and roll out additional material in furtherance of these objectives.

Workstream Lead on major initiative to explore feasibility of outsourcing 12 discrete functions - Facilitated information gathering of documented operating procedures from multiple areas, partnered with consultants to assess sufficiency of process documentation, made recommendations of feasibility/prioritization of outsourcing specific processes. Drafted RFP and lead Team to review RFP, make recommendations, and traveled to India to conduct due diligence on finalists. Presented process overview and recommendations to C-level executive teams.

Reduced printing expense by over 50% - Reviewed client contracts and enforced contractual terms regarding printing costs. This required a significant culture change on the part of our Sales and Account management team, who for years had informally provided printed material to any client who requested it.

DIRECTOR, HR VENDOR GOVERNANCE (2008 - 2010) - Provide oversight and support to Corporate Human Resources business groups in the management of 160+ vendors. Lead team in the development of policy, process, and procedures to address all stages of vendor management lifecycle. Develop standards for business units to employ in the management of their significant vendors. Develop reporting for cost management initiatives, vendor performance. Develop standard contracts, Statements of Work and due diligence tools to assist businesses in the effective engagement and management of vendors.

Led Initiative to Procure Learning Management System - Facilitate supplier identification, RFP, evaluation, and diligence processes for a company-wide Learning Management System for use by 40,000 employees. Assist business owner with the development of detailed business requirements, and incorporated same into RFP. Lead contract negotiations and facilitated execution of contract under tight time constraints; timely execution of the contract resulting in approximate save of $500,000 over 3 year period.

Developed and imlemented Vendor Governance/Monitoring Program for Corporate Employee Benefits - Leveraged standards and practices developed in my strategic Vendor Governance role to create a vendor oversight program for Corporate Employee Benefits, enabling them to manage vendors from both tactical and strategic perspectives. Standardized documentation for monitoring vendor performance across a broad supplier base. Served as Liaison between Corporate Employee Benefits and Internal Audit for two full-scale audits of vendor compliance with processes and procedures; no significant issues were identified. Led due diligence site visits of significant vendors, identified areas of deficiency and developed/manage action plans to remediate identified issues.

Partnered with Staffing Organization to Onboard Suppliers to enhance organizational capabilities - Identified and contracted with suppliers to provide background check services and electronic I-9 processing. Partnered with business owners to standardize process for selecting search firms. Facilitated the procurement of online recruiting system, including vendor identification, RFP, evaluation, due diligence, and contracting. Partnered with Staffing Organizational Development executive to identify and contract with suppliers providing pre-employment testing, development of interview guides to assist managers in conducting effective interviews, and consulting services.

HORIZON BLUE CROSS BLUE SHIELD OF NEW JERSEY - 6/2006 to 4/2008

Horizon Blue Cross Blue Shield of New Jersey, which employs over 5,000 and is New Jersey`s largest health benefits provider, insuring over 3.2 million members. Report to the Vice President, Financial Planning & Analysis

DIRECTOR, SUPPLIER MANAGEMENT - Designed, staffed, and implemented enterprise-wide vendor management function to the enterprise. Led team in the development of policy, process, and procedures to address all stages of vendor management lifecycle. Developed standards for business units to employ in the management of their significant vendors. Communicated vision and value-add to senior management in order to obtain buy-in. Developed reporting for cost management initiatives, vendor performance. Drafted standard contracts, Statements of Work and due diligence tools to assist businesses in the effective engagement and management of vendors.

Directly oversaw the Managed Services Program (MSP) Relationship between Horizon BCBS and Beeline -- Onboarded Beeline as MSP after prior MSP went out of business with no notice; negotiated contract and rates with Beeline; partnered with internal business partners to mandate procurement of contingent staff through the Beeline VMS, tracked vendor performance, costs, and identified ways to reduce expense. Partnered with internal business partners to establish candidate skills competency levels, and worked with Beeline to implement; as a result, new hire attrition of contingent workforce was reduced by 15%. Directly managed relationships with contingent service vendors during transition to Beeline.

Developed Vendor Management (Performance) function at Horizon - Established a team to develop and implement a vendor management function. Assembled cross-functional team from throughout the enterprise to identify key drivers of vendor performance. Established standards to govern the enterprise`s interaction with vendors. Developed and implemented staffing model to provide support to all corporate divisions. Developed and implemented standard templates to assist business owners at all stages of vendor lifecycle (RFI/RFP, due diligence, contracting, service levels, and performance monitoring/management).

Transformed Procurement unit into Strategic Sourcing Team and assimilated Sourcing into the Vendor Management Process - In response to enterprise need, transformed a tactical, transaction-based Procurement unit into a Strategic Sourcing function designed to serve as the initial point of contact for the acquisition of goods, services, and resources throughout the enterprise. Examined existing processes, polled key customers to ascertain needs, and redesigned process to add value without extending the process. Conducted assessment of Procurement staff and reassigned/redeployed staff as necessary to support strategic alignment. Developed mechanism to identify opportunities and track saves of one-off negotiations as well as strategic initiatives. Identified saves in excess of $15 million in first year of operation.

Successfully marketed new business function -- Drafted and implemented communications plan to publicize function to the enterprise. Partnered with key business partners to draft customer-focused communications outlining the long and short-term value adds of engaging Vendor Management.

Partnered with Human Resources to implement multiple supplier engagements that supported key enterprise initiatives -.

Drafted and negotiated multi-year contract for services that comprise the cornerstone of company-sponsored employee health awareness program. Partnered with business owner to identify needs and assimilated same into detailed Statement of Work. Resolved issues surrounding performance commitment and use of PHI.

Led comprehensive search to identify potential replacement providers for on-site child care center. Partnered with business owners to draft RFP, select provider, and contract. Identified and resolved complex issues surrounding licensing, accreditation, and a union environment. Devised and implemented comprehensive governance and communications model to enable superior performance of provider for this important corporate benefit.

MELLON FINANCIAL CORPORATION - 11/2000 to 6/2006

Mellon Investor Services 11/2000-6/2006(Human Resources and Investor Solutions 10/03 - 5/05)

Mellon Financial Corporation which staffs 20,000 personnel in over 100 locations.

Mellon's Human Resource and Investor Relations business unit is recognized as a top provider

of human resources consulting and outsourcing services. Report to the Group Vice President/Principal.

CHIEF OF STAFF/DIRECTOR, VENDOR PROGRAM MANAGEMENT/ - Planned and managed a wide range of senior level projects ranging from business migration, enterprise performance enhancement, cost savings, due diligence, RFP management, acquisitions and vendor relations. Also served as Chief of Staff with responsibility for establishing and implementing protocols for day-to-day operations. Gained experience managing complex projects in a highly regulated environment with responsibility for reading, interpreting and drafting procedures in accordance with various governmental regulations (SEC, and OCC). Drafted presentations on behalf of senior management. Developed and maintained regular contact with C-level officers.

Manage vendor relationships accounting for over $100 million annually, with a focus on performance and ongoing run rate savings - Developed infrastructure and supporting methodologies to govern operational relations with significant technology and business process outsourcing vendors. Coordinated RFP, due diligence, and contract negotiations. Managed process to monitor ongoing relationships between vendors and operational areas. Continuously identified opportunities to leverage cost efficiencies in vendor relationships. Partnered with Technology and Operations areas to identify additional opportunities to leverage new/existing vendor relationships to reduce expense, enhance quality and achieve strategic goals. Negotiated annualized rate reductions of approximately $1 million in 2005 and 2006.

Unit Liaison - Served as liaison between Technology/Operations stakeholders and Corporate Audit, Risk, Compliance, and Human Resources departments. Developed and fostered partnerships to facilitate proactive communications with these groups. Addressed audit and risk issues by effectively partnering with business owners and internal and external Auditors to identify and resolve issues. Developed and implemented HR policies throughout Department. Drafted and maintained Business Continuity/Disaster recovery plans for 5 physical locations. Coordinated semi-annual tests of plans. Coordinated implementation of plan during weather and facility emergencies. Successfully maintained operation during emergencies each time the plan was enacted.

Spearheaded & Managed Business Migration to Provide Savings of $12.3M Annually - Spearheaded, developed, implemented and managed initiative to migrate business processes to offshore locations which involved 500 seats; initial pilot program resulted in $2 million savings; project scope grew to 600 seats and realized $12.3 million in annualized savings in 2005. Drafted comprehensive risk analysis document related to offshore processing adopted across the corporation. Gained experience starting from inception of this initiative to drafting of template to capture due diligence information through selection of vendors. Managed day to day program management of offshore operation.

Increased Enterprise-wide Performance with Cost Savings of $2.5M - Managed project plan to implement enterprise-wide initiative which increased performance and cut costs by $2.5 million annually with no decrease in quality. Project reduced call center average handle time by 10%. Increased agent to supervisor ration from 12:1 to 20:1 providing a 30% cost saving in management payroll. Expanded scope of outsourced services which provided $275,000 annualized savings. Led team in identifying and implementing process revisions designed to increase first contact resolution which provided $350,000 in annualized savings.

Cut RFP Response Time by 6 Days - Developed and managed information database containing responses to questions posed by potential clients in RFPs. Ensured responses were up to date and reflected current operations strategies which resulted in cutting turnaround time for RFP responses from 8 to 2 days.

Served on Due Diligence Teams for Acquisitions Ranging to $250M - Served as a key team member on multiple due diligence teams for acquisitions ranging from $5 million up to $250 million. Drafted comprehensive Due Diligence checklist that became standard template for the entire company.

Conducted Due Diligence on Offshore Vendors - Traveled abroad to conduct due diligence on offshore service providers in India--Pune, Chennai, Bangalore, Ahmedabad, Calcutta and Philippines--Manila. Continue ongoing travel to manage, maintain vendor relationships, negotiate and draft vendor agreements. Work closely with Chief Of Operations/Executive VP, Chief Information Officer, Senior VP, Business Management & Analysis/Principal, Shareholder Services/Principal, Equity Services/VP, Mergers & Acquisitions, Internal and Outside Counsel.

The Prudential Insurance Company of America

The Prudential Insurance Company of America with 2008 revenues

of $26 billion and staffing of 40,000 personnel worldwide.

Manager, Corporate Secretary`s Department - 11/1999 to 11/2000

Manager, Policyowner Relations Department 9/1996 to 11/1999

MANAGED $1M TECHNOLOGY INFRASTRUCTURE PROJECT ... MANAGED DAILY DEPARTMENTAL OPERATIONS - Developed and managed technology project for the Corporate Secretary's Department infrastructure. Partnered with technology services to manage all aspects of plan including plan development, drafting and revision of Business Requirements, procession through Systems Development Life Cycle and budgeting. Managed all administrative departmental functions including development of administrative procedures and supervision of administrative team. Drafted framework for operational organization to identify and address demutualization and shareholder issues. Determined operating procedures and staffing needs.

MANAGED 300 PERSONNEL ... DEVELOPED STAFF TRAINING TEAM ... ACHIEVED TRAINING SAVINGS OF $1/2M - Managed a team of 6 direct reports with overall responsibility for 300 personnel for the Policyowner Relations Department. Created and managed operating procedures for inquiries and settlement process of Class Action Lawsuit with claimant pool of 649,000. Created dedicated sub unit within the department and trained 35 associates (Customer Service Representatives, Team Leader, and Associate Manager) which refined workflow. Developed and presented training material and monitored training effectiveness of existing personnel. Built team of 5 full time Trainers which trained 300+ agents; cut new hire training from 12 to 6 weeks which provided annual savings of $1/2 million.

MANAGED $750,000 BUILD OUT & LAUNCH OF SATELLITE LOCATION - Established satellite office in South Plainfield, monitored $3/4M facility build out, assembled management team and built total team of 300 personnel. Facilitated seamless transfer between new site and existing site in Newark. Partnered with Audit and Operations to address issues identified during audit of operations.

COMPLAINT RESOLUTION ON BEHALF OF CHAIRMAN/CEO - Directed handling of customer complaints made to Chairman/CEO of Prudential. Selected and trained staff to handle executive complaints. Monitored outgoing correspondence and communications. Exceeded established standards for complaint response and resolution. Successfully resolved complaints within an average of 3 days versus 10 days allowed.

ADDITIONAL EMPLOYMENT

Judicial Law Clerk to Hon. Anthony J. Graziano, JSC 8/95-8/96

Judicial Law Clerk to Hon. Ronald B. Sokalski, JSC 8/94-8/95

EDUCATION

Juris Doctor, Cum Laude Graduate, Seton Hall University School of Law 1994

Bachelor of Arts - Summa Cum Laude Graduate, College of Arts & Sciences, Seton Hall University

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