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Customer Service Management

Location:
Phoenix, Arizona, United States
Salary:
175000
Posted:
May 30, 2017

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THERESA C. MUNYAN

Operational Highlights

I am a seasoned financial services executive who has successfully lead teams spanning 23 years in real estate secured and unsecured lending and customer service. I was charged with building a holistic Customer Experience strategy that mitigated financial, legal and regulatory risk, enhanced production, improved quality and operational effectiveness. I succeeded. I have unquestionable business and personal integrity and drive successful outcomes by gaining consensus with direct reports, peers, executive management and key stakeholders. I am a value added proposition to your organization.

Established and managed call center operation in multiple locations averaging 98% quality in standards, 100% call adherence and 99% in compliance standards.

Managed operational budget of $4 mil annually.

Utilized six sigma methodology to develop and manage a quality audit program covering originations sales and processing, servicing and default operations. This program audited 6,000+ employees across multiple sites.

oEstablished baseline audit targets for each operations functions and set improvement goals for each

oFacilitated monthly review board with senior management to calibrate audit results, establish new targets and review team member performance issues

Developed and managed a training program for 7000+ employees spanning new hire to executive training

Managed Business Continuity Planning for Home Equity Division, including plans in case of disaster to re-establish processing locations within 3 or less days

Established strategic implementation plans to design a World Class Service Recovery Program to effectively ensure consistent responses to customer complaints by successfully utilizing process improvement methodologies in identifying and driving common processes, tools and data collection methodologies.

oComplaint process covered all facets of mortgage lending operations from originations to performing servicing to default servicing and everything in between

oDeveloped metrics to track and trend root cause analysis of customer complaints and analyzed statistical relationships between service levels and customer loyalty; while increasing department efficiency ratios by 23% in first year

oHad underwriting lending authority for conforming products

Developed and facilitated a monthly governance forum with senior management to align processes, standardize performance metrics, establish training and team member development goals and complaint management processes across all business channels to increase customer loyalty and ensure a consistent change management process. Managed a “common where possible, custom where it counts” strategy across operations

oEnsured operational policies and procedures met all regulatory and legal requirements

Managed 4 Single Point of Contact (SPOC) default teams whose responsibility was to partner with customers to review account to determine and approve potential modification plan or if liquidation options are available.

oWithin 2 months all teams were in top 25% performance bracket ensuring team members consistently met monthly bonus targets

oEstablished a Subject Matter Expert training schedule to expand team member knowledge of mortgage processes

Successfully ensured compliance with all State and Federal regulatory agencies in response to customer complaints. Guidelines including, but not limited to; MHA; OCC Consent; HAMP; FCRA; Fair Lending; RESPA; FDCPA; HMDA; Sarbanes-Oxley; CFB; OCC; AML; BSA; Attorney General and ECOA

Responsible for multiple site and business line project management efforts including:

oTransition from Witness to NICE Call Recording tools

Included authority to negotiate contract and licensing costs

Conversion to NICE tool in sites

Managed troubleshooting team and reporting tools

oIdentification of a performance tracking tool to be used across all operational teams that established key performance indicators (KPI) and created a team member score card that rolled performance targets up through operational managers

oEstablishing an escheatment process

oCritical to Quality project review process to prioritize operational projects

oForeclosure attorney assignment and fee tracking

Managed Divisional team member recognition programs, including:

oFacilitation of Service Conference process for Home Equity which included the identification of winners, announcement and travel logistics

oCreated and managed Multi-site – operational newsletter

oCoordinated and produced Connecting Daily team meeting facilitation guide for all operational and support teams that focused on key customer experience and team member behaviors

Implemented and managed a Defensive Litigation Team responsible for the management and research of litigation cases where Wells Fargo was named as the defendant. The Defensive Litigation Team interacted with Wells Fargo legal and retained outside counsel and coordinated research between various Business Lines to ensure appropriate responses and settlement of cases. Realized a savings of $750,000 in first year in legal fees. Responsible for:

oSettlement authority up to $500,000

oReview of initial litigation to determine span of complaint, hiring of outside counsel, draft of initial Discovery responses, estimate of cost to litigate versus settlement

oManaged Small Claims Court process ad settlements

oDeveloped and managed proprietary database to track attorneys and fees for cases to allow better negotiation of work rates

Developed Customer Experience/Process Experience Flow charts for all business channels that captured customer pain and touch points within every process and identified processes/initiatives to improve customer experience, reduce operational costs by 19% and complaint costs by 53%. This also established common responses to customer complaints that ensured consistency and equitability in customer contact

Developed and managed a team of Business Relationship Managers across all regions to improve account processing and funding procedures for Home Equity and Home Mortgage partners, reducing errors by 40%.

Responsible for the monthly recovery of approximately 5 million dollars in at risk business.

Provided direction, leadership and resources to identify service initiatives and ensure successful implementation planning, preparation, delivery and success measurement of projects.

Implemented and managed customer survey response process to measure customer satisfaction of originations, servicing and default customer interactions. This information was used to measure customer satisfaction and identify potential issues, establish bonus and performance targets.

THERESA C. MUNYAN

480-***-****

ac0j14@r.postjobfree.com

EXECUTIVE DETAILS

WELLS FARGO Home Mortgage

VP, Executive Escalations Office (January 2003 – January 2017)

Key Achievements

Established and managed Executive Office to research and respond to all customer, regulatory or legal complaints

oDesigned a World Class Service Recovery Program to effectively ensure consistent responses to customer escalations

oSuccessfully developed processes and metrics to track and trend root cause analysis of customer escalations and identified statistical relationships between service levels and customer loyalty; accomplished this while increasing department efficiency ratios by 23%

oEstablished strategic implementation plans to improve business group performance with project managers and executive sponsors that coordinated change management activities

oEstablished call center team of service professionals that managed and resolved escalated internal and external customer service calls and provided on the job training and mentoring to team members

Established a consistent approach to restitution and resolution of complaints saving $250,000 in first year

Responsible for the development and implementation of an escalation database to capture and trend complaint root cause analysis

oDeveloped consistent metrics and reporting processes

oEstablished a daily, weekly and monthly reporting process to senior executive management to ensure statistical accuracy of complaint data in relationship to service quality levels and customer experience expectations

oFacilitated a monthly review meeting with senior management to review progress on actionable items identified through root cause analysis

Successfully ensured compliance with all State and Federal regulatory agencies in response to customer complaints. Guidelines including, but not limited to; MHA; OCC Consent; HAMP; FCRA; Fair Lending; RESPA; FDCPA; HMDA; Sarbanes-Oxley; CFB; OCC; AML; BSA; Attorney General and ECOA

oSuccessfully passed internal and external audits

Implemented and managed a Defensive Litigation Team responsible for the management and research of litigation cases where Wells Fargo was named as the defendant. The Defensive Litigation Team interacted with Wells Fargo legal counsel, retained outside counsel and coordinated research between various Business Lines to ensure appropriate responses and settlement of cases

oTeam was identified as Best in Class model for Wells Fargo

oRealized a savings to the Company of $750,000 in legal fees during the first year of the program and exceeded that total consistently since implementation

oEstablished a fee based scale depending on the litigation type

oHandled cases from Small Claims Court to Class Action Law Suits

Developed and coordinated internal Service Excellence Recognition program for 6,000 team members

oResponsible for the selection and logistics of Annual Service Conference for 240 top performers were recognized for achievements

oOrchestrated internal rewards and recognitions activities and participation in community events and other special events

oDesigned Customer Service Champion program to promote and reward desired “Legendary Service” performance behaviors across 10,000 employees and 4 sites

oDeveloped and coordinated monthly internal Service Excellence program to recognize team members who provided customers and partners “WOW” experience

Designed and implemented an annual cross-functional training program for new hires through executive level to maintain a broad knowledge base of processes and products

Proven ability to integrate teams and departments successfully through change management processes

Developed Customer Experience/Process Experience Flow charts for all Home Equity channels that captured customer pain and touch points within processes and identified processes/initiatives to improve customer experience

oReduced cost to service complaint by 53%

Developed and managed team of Business Relationship Managers across all regions to improve account processing and funding procedures, reducing errors by 40%

Responsible for affecting change throughout the organization by identifying and driving common processes, tools and data collection methodologies. Ensured utilization of Six Sigma methodologies in deploying Service Recovery program

Implemented and managed the Quality Monitoring Program of more than 6,000 employees which focused on ensuring team members exhibited the skills and behaviors that strengthen customer loyalty; exceeded customer expectations; identified compliance issues and training opportunities

Responsible for the monthly recovery of approximately 5 million dollars in at risk business annually

Managed Business Continuity Planning team for all of WF Home Equity

oPartnered with business lines to ensure BCP plans were in place

oConducted semi- annual drills to ensure BCP compliance

Developed and facilitated a governance forum to align processes, standardize performance metrics and complaint management processes across business channels

oFacilitated a monthly meeting with senior management that aligned business goals with performance goals and strategies, linked performance measurements to customer experience and survey satisfaction metrics. Established consistent, accurate performance metrics which focused on identifying optimal performance behaviors that increased customer loyalty

oPartnered with Human Resources to establish a communication methodology of performance goals and objectives through the development of strategic plans to design and deploy cultural transformation programs which focused on identifying optimal performance behaviors to deliver legendary service to customers at all touch points

Directed source-cause diagnostics and root-cause analysis on highly complex issues

Provided direction, leadership and resources to identify service initiatives and ensure successful implementation planning, preparation, delivery and success measurement of projects

GMAC MORTGAGE CORPORATION

Director, Executive Office (2000 to May 2003)

Key Achievements

Responsible for the strategic focus of Voice of the Customer group to ensure GMAC Residential aligned with the Company’s vision, values, and goals

Developed metrics and reporting processes to ensure a statistical relationship between service goals and results and presenting these results to executive management

Implemented a consistent approach to determining the appropriate resolution to customer complaints, such as fee reimbursement

Authorized transactions within the scope of the position’s authority, utilizing internal resources to ensure minimization of risk to the Company, along with expediting the approval of transactions, when necessary

Worked with appropriate personnel to develop and implement Enterprise wide strategies that maximized quality performance and excellence throughout the Enterprise

Ensured that GMAC Residential was in compliance with any and all Federal and State regulatory guidelines through successful auditing processes

Monitored daily quotas for call center to ensure quality and accurate monthly reporting

Analyzed changes to company policies and procedures to identify potential customer concerns and proactively addressed issues that might occur due to procedural changes

Implemented root cause analysis methodologies to identify process gaps; utilized the results to facilitate process improvement throughout organization

Participated in new product development; systems initiatives, marketing, training, HR initiatives and other high level projects to ensure service and compliance related issues were addressed appropriately

Ensured business units throughout the Enterprise received adequate levels of support to ensure quality service to customers and in compliance with policy and regulations

Facilitated Top Performer recognition program to identify and reward excellence in achievement

GMAC MORTGAGE CORPORATION

Analyst/Manager, Executive Office (1999 to 2000)

Key Achievements

Evaluated, researched and resolved highly escalated executive level complaints, State and Regulatory complaints and legal issues

Responsible for the recovery of approximately 1 to 2 million dollars in recovered business monthly

Promoted to team manager within 6 months, facilitated weekly staff meetings, monitored and evaluated daily, weekly and monthly pipeline reports

Responsible for the development of team to handle the transition and management of Ditech Corporation executive complaints

Provided support to direct lending, servicing, default and retail divisions

Actively participated in the career development for Executive Office complaint team members

Conducted formalized monthly team member reviews and annual performance evaluations

Monitored weekly pipelines and reviews for elevated issues to report back to senior management

GMAC MORTGAGE CORPORATION

Loan Officer (1998 to 1999)

Key Achievements

Consistently in top 50 mortgage originators

Exceeded sales and profit goals monthly

Averaged 2.3 million dollars in originated loans per month

Certified Desk Top underwriter for conventional loans

Ordered and cleared title, processed applications and completed final review of closing package

CENTURY 21 NEW HORIZONS

Real Estate Agent/Trainer (1993 to 1998)

Key Achievements

Earned distinction as Top Producer in real estate sales

Consistently exceeded monthly sales and profit goals

Recruited, trained and supervised new sales staff

Conducted primary and secondary employment interviews

Created a safe, comfortable work/learning environment

Taught effective selling techniques, handling objectives and effective closing techniques to sales associates

MERCY VOCATIONAL HIGH SCHOOL

Educator / Administrator (1982-1998)

EDUCATIONAL BACKGROUND

BA, Temple University, September 1978 to May 1982

Various Masters level courses in Education and Business Administration



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