Manager Customer Service

Stephen Nielsen

Stephen Nielsen***** Hunter TrailTemecula,*****-***-*******************@***.*** Summary High performance multi-unit general manager with extensive experience in sales, team leadership and business development. Demonstrated talent for revitalizing struggling teams, producing rapid and successful positive growth turnarounds in challenging markets. Seasoned negotiator and communicator with proven ability to capitalize on the strengths of teams and individuals, meeting and exceeding corporate goals and driving growth. Business competencies encompass P&L management, strategic planning, logistics and commercial field service. Emphasis on client service has produced track record of customer satisfaction gains and generation of repeat business. Education Longwood University Longwood University, Farmville, VA Grade: BS in Business Admin Employment History August 2008 – Present: Area Manager Company: Ecolab Temecula, CA Selected by $300 million division of Ecolab, which provides preventative maintenance, repair service and replacement parts sales to commercial food service industry, to lead sales and operations for eight geographic markets on the West Coast. Oversee daily operations, managing seven operations managers and four business development managers. Conduct field audits through regular on-site visits. Successfully transitioned worst performing region to highest performing region in only two years by accelerating business growth and providing top-notch leadership; landed high profile contracts with Microsoft and the US Navy, producing profits of $400,000 and $1 million respectively. Generated positive growth by 8% in a challenging economic environment by setting and meeting aggressive sales goals, improving productivity and decreasing costs. Implemented performance management and training initiatives that led to 20% improvement in productivity. Honored as Area Manager of the Year in 2010 by attaining top metrics in sales, operations and customer service. March 2007 – January 2008: Consultant/Director of Special Projects Company: Conn's Beaumont,, TX Joined a regional TV and appliance retailer with 65 stores and $800 million in annual sales to conduct best practice studies and assemble action teams that addressed critical needs of service organization. Spearheaded technician recruiting and training program that greatly improved customer satisfaction. Established pipeline of experienced service professionals that created foundation for future business growth by developing and implementing a new technician training program that encompassed class curriculum, hands-on training, mentoring and partnerships with local technical schools. Conducted study of best practices that resulted in implementation of standard operating procedures; improved repair cycle times and reduced technician payroll costs by 12%. November 2005 – January 2007: National Director of Service Company: Culligan International Northbrook, IL Chosen due to credibility as subject matter expert to manage all aspects of repair and installation business for the dealer division of this provider of water softeners, water filtration systems and commercial and industrial water treatment solutions. Accountable for 58 service managers. Interacted with district managers daily, increasing focus on operational metrics and business growth. Achieved $3 million increase in year-over-year growth by implementing technician incentives and reducing customer wait time for service. Instituted World Class Service cross-training program for all technicians and installers to revitalize struggling service organization, maximizing use of both teams, reducing customer wait times and streamlining business operations; successfully reduced operating costs including payroll and vehicle expenses by $2.3 million. May 2004 – November 2005: National Manager, A&E Factory Service Company: Sears Hoffman Estates, IL Promoted to direct day-to-day operations of a home appliance repair business generating in excess of $71 million in revenue. Directed efforts of 64 technical managers and 1,253 technicians. Interfaced with field management, key account managers and market managers on daily basis, supporting business growth and service issue resolution. Successfully managed relationships with OEMs such as Whirlpool and GE. Recognized for leading cultural change within Sears Product Repair services that shifted focus from retail support to business development, profit generation and third party growth. Expanded service offerings and coverage areas and energized technician productivity, which produced service call volume increase of 22% over previous year. Emphasized focus on the total customer experience, resulting in reduced cycle times and improved service; increased customer satisfaction survey scores by 13%. January 2002 – May 2004: Director, HR Company: Sears Hoffman Estates, IL Selected to revamp struggling human resource organization as part of executive development plan. Led Home Service Field Organization comprised of 11,600 repair technicians and 4,200 support associates across 520 locations. Supervised six region HR managers and oversaw staff of 120. Boosted performance and accountability by implementing National Labor Strategy that entailed organization-wide union avoidance training in management, communications, performance management and risk assessment. Earned credibility amongst HR community by effectively communicating with specialists, building positive relationships and resolving issues through strong team leadership. Met compliance goals related to new third party service contracts and decreased litigation and negative public relations risks for company by implementing an incumbent background check process. October 2000 – June 2002: District Service General Manager Company: Sears Philadelphia, PA Brought on to manage product service district with $29 million in annual revenue. Directed efforts of 18 department managers and oversaw 410 technicians and support associates. Acted as liaison between company and union, settling labor disputes and upholding contract specifications. Introduced sales training and merchandising program that increased OTC sales by 11% across six retail parts stores. Enhanced associate accountability and productivity as well as customer service by instituting a performance management process for all union and non-union associates January 1990 – October 2000: Division Manager, Home Delivery Company: Circuit City Richmond, VA Quickly progressed through positions of increased responsibility including Regional Manager, Retail Store General Manager, and Distribution Center General Manager to direct all day-to-day activities of a multi-unit home delivery operation and customer call center with 335,000 deliveries annually.