Management Project

ELIZABETH B. CARR

***** ****** ** • Olmsted TWP, Ohio 44138

********@***.*** • 440-***-**** (home) • 440-***-**** (cell)

MANAGEMENT PROFILE

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Business Operations Personnel Management ● Process Improvement

INNOVATIVE, DETAIL-ORIENTED, AND RESULTS-FOCUSED PROFESSIONAL WITH COMPREHENSIVE BACKGROUND IN ENHANCING

OPERATIONS AND MAXIMIZING STAFF PERFORMANCE BY PROVIDING RESULTS-DRIVEN LEADERSHIP AND CONTINUOUS,

SUSTAINABLE PROCESS IMPROVEMENT. ADEPT AT MANAGING DIFFICULT PROJECTS WITH SPECIFIC TIME CONSTRAINTS,

WHILE LIAISING AND INTERACTING WITH CROSS-FUNCTIONAL DEPARTMENTS IN ORDER TO ESTABLISH SYNERGY AND REACH

COMMON GOALS. EXCEPTIONAL LEADER ABLE TO INSPIRE TEAM MEMBERS TO TAKE OWNERSHIP AND PERFORM AT PEAK

LEVELS WHILE EXCEEDING ORGANIZATIONAL OBJECTIVES. PERSUASIVE COMMUNICATOR; CAPABLE OF ESTABLISHING AND

MAINTAINING STRONG RAPPORT WITH INDIVIDUALS AT ALL LEVELS BASED ON KNOWLEDGE AND PROFESSIONALISM.

CORE COMPETENCIES

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Project Management Staff Training Initiatives

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Workforce Management & Diversity Process Improvement & Change Management

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Budget Development & Financial Forecasting Team Building & Dedicated Leadership

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Troubleshooting & Solution Development Strategic Analysis

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Risk Mitigation Assessment Technical Leadership / IT Systems Advisor

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Policy and Procedures Human Resource Management

PROFESSIONAL EXPERIENCE

Defense Finance and Accounting Services (DFAS) - Cleveland, Ohio 3/2013 – Present

Director, Facilities, Logistics and Administration

Direct and coordinate the work of a staff of 18 direct reports and 30 employees responsible for providing

essential Administrative Services that ensure the effective, efficient, and timely accomplishment of work

within the Site. Developed new guidance for 5 administrative projects which have been designated for

implementation. Execute Administrative Services and provision of facilities and logistics support. Managed

program areas for development, documentation and operation of both internal processes and

administrative/technical controls. Prepare detailed analyses and estimates of 12 annual funding requirements

for multiple budget years. Maintained the Contingency of Operations Plan (COOP) to ensure the ability to

perform mission essential functions under a broad range of unexpected circumstances. Updated and

maintained the Living Disaster Recovery Planning System (LDRPS) to ensure all logistical information for

the organization is recorded for business continuity and disaster recovery.

Conceive and implemented a reduction strategy for the DFAS warehouse facility that resulted in the

elimination of unnecessary and costly inventory by over 30%

Champion the department training reorganization process that maximized available resources and

reduced overall training costs by 50%

Execute the first successful live COOP exercise with a 100% success rate

Prepared the site for the first successful National Level Exercise (NLE) with zero findings

Recognized above peers for superior performance and leadership by receiving the Patriotic

Employer award given by the Office of the Secretary of Defense

Defense Finance and Accounting Services (DFAS) - Cleveland, Ohio 2/2010 – 3/2013

Director, Cleveland Customer Care Center

Directed the daily operations of the Cleveland Contact Center including staffing and scheduling,

implementation of all workforce management applications, and the meeting of the daily Service Level

Threshold for Average Speed of Answer and Abandoned Calls. Increased customer satisfaction rates in order

to meet the Service Level Objectives by analyzing, evaluating, implementing and streamlining process

improvement within the center. Designated as the primary POC for the dissemination of internal and

external communications coming from DFAS Cleveland.

Effectively analyzed 3 systems and executed a process improvement plan to reduce Average Speed

of Answer (ASA) to less than 1 minute from a previous average of over 6 minutes

Critically analyzed internal database structure and executed a new protocol to reduce call Abandoned

Rate from an average of over 35% to less than 5%

Facilitated the re-writing process for the Interactive Voice Response System ( IVRS) script that

directly increased the call volume handled through automation for an annual savings of over

$102,760

Developed and coordinated new password reset procedures that reduced manual input by 85%

Lockheed Martin – Cleveland, OH 9/2008 - 1/2010

Director, Communications/Call Center Operations

Directed the daily functions of all internal and external communications with our customers and clients in the

Retired and Annuitant Pay Contact Center. Effectively engaged in problem resolution, including sensitive

issues and Congressional inquiries provided on behalf of the customers. Directly managed all aspects of the

Call Center, internal and external communications, the Congressional response department and the VIP

section created for high ranking military officials

Oversaw the certification team that developed the Quality Management System Manual for all Call

Center employees directly improving quality and customer responsiveness for over 1 million

customers

Protected data integrity and financial data by expertly conducting internal and external review

programs that created a sustainable, audit ready environment

Effectively mentored and managed a diverse group of employees that was composed of 18

professional, administrative and technical personnel

Manager, Retired Pay Operations 3/2002 – 9/2008

Managed all human, financial, and systems resources to meet contract requirements in the Retired and

Annuitant Pay Processing areas. Departments include General Processing, Casualty, New Accounts,

Congressional Inquiries, Survivor Benefit Plans, Direct Remittance, VA Cases and the VIP Team.

Performed financial management functions and tracked forecasted costs against actual costs. Created metrics

to monitor operations and staff performance. Managed 150+ multi-tiered personnel and provided training,

support and discipline.

Initiated and implemented vital updates to aging financial systems that resulted in a savings of

over $1,000,000

Designed and implemented the VIP Processing Team who were the primary Points of Contact

for high ranking military officials; 07s and above who previously incurred long hold times to speak

to a representative

Designed case backlog reduction strategy that resulted in over 40,000 cases being completed

ahead of the 30-day standard required by Department of Defense (DoD) policy

EDUCATION, TRAINING AND AWARDS

Bachelor of Business Management Degree • University of Phoenix – Cleveland; 08/2009 – Cleveland,

Ohio GPA 3.0

Master’s Degree in Project Management; MPM • Keller Graduate School; 12/2010 – Cleveland, OH GPA

3.2

Patriotic Employer Award given by the Office of the Secretary of Defense; May 2014

Lean 6 Sigma Green Belt Certification; May 2011

Federal Executive Board Wings of Excellence Recipient; Exemplifying Leadership and Teamwork

May 2011

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