Manager Customer Care

JEFFREY REINKING

***** ** **** ****** *********: 954-***-****

Sunrise, FL 33322 E-mail: *******@*****.***

SUMMARY

Highly motivated business professional with a proven track record working with all levels of staff, management, and direct reports. Strengths include excellent analytical, problem solving, and communication skills. Possesses comprehensive knowledge of project management, management reporting, systems analysis, and operational workflows. Successfully managed complex projects in a team or matrix environment ensuring accurate and high-quality systems. Unique ability to utilize people skills to create high performance in any environment.

PROFESSIONAL EXPERIENCE

ES Solo, Ft Lauderdale, FL April 2019 – April 2020

Director of Project Management

Responsible to lead all project initiatives from concept through completion, identify and initiate resources, needs and timelines, with the need to meet financial projections. Prefer development teams utilize Agile Scrum, KanBan and/or SAFe, but can use waterfall if desired. Provide results to senior management periodically, including completion of project status and upcoming teams/timelines. Ensure that all Banks, Processors and developers meet all timelines and goals of profitability. Current developments is:

First Atlantic Bank of Kenya

oPrepaid card type

oCreated/developed 8 card designs

oMasterCard processed

o7 processor owners

EcoBank DRC Congo

oPrepaid and Credit types

oCreated/developed 10 card designs

oMasterCard / VISA / UPI processed

o8 processor owners

FIDELITY INFORMATION SYSTEMS, Sunrise, FL December 2012 – April 2019

Senior Project Manager

Responsible to lead major projects (up to 50K hours plus), end-to-end. Act as a liaison between the business, technologies and clients. Document changes, risks and issues, and drive them to resolution. Accurately manage project financials. Provide regular project status updates to project stakeholders on agreed intervals. Deliver projects on time, on budget, with excellent quality. All programs listed below include creation of websites and integration with client systems. Major accomplishments include:

Lead the change in methodology from Waterfall to Agile Scrum. Successfully lead the pilot team, overcame the inertia of the previous failed attempt at Scrum from 4 years earlier, and managed the change and rollout of the methodology. FIS currently uses several Agile methodologies, including Scrum, KANBAN as well as Waterfall (for portfolio conversions). I am skilled in all development methodologies.

InteliSpend Program

Managed the development of customized integrated solution, including integration with the client front-end systems

Managed and controlled the conversion of 12MM accounts from Google/TxVia platform to FIS Prepaid South platform

Owned and managed client facing relationship between FIS and InteliSpend, including senior management updates

Delivered entire program on time, on budget, with flawless quality

Named "Zen Master of Project Management" by General Manager of InteliSpend

Comdata Program

Managed and controlled the conversion of 10MM accounts from Comdata platform to FIS Prepaid South platform

Owned and managed client facing relationship between FIS and Comdata, including senior management updates

Delivered entire program on time, on budget, with flawless quality

JEFFREY REINKING PAGE 2

Univision Program

Managed the development of customized integrated solution, including integration with the client front-end systems

Managed and controlled the conversion of 12MM accounts from Google/TxVia platform to FIS Prepaid South platform

Owned and managed client facing relationship between FIS and InteliSpend, including senior management updates

Delivered entire program on time, on budget, with flawless quality

AMERICAN EXPRESS TRS COMPANY, Weston, FL 1987 – 2011

Lead Project Manager – AESP August 2007 - December 2011

Responsible to lead major projects ($500K - $2.5MM) end-to-end, including Blueprint and Top 100 projects. Act as a liaison between the business and technologies. Document changes, risks and issues and drive them to resolution. Accurately manage project financials. Provide regular project status updates to project stakeholders on agreed intervals. Deliver projects on-time, on budget, with high quality. Major accomplishments include:

ECCO Systems Enhancements

Delivered the next generation performance support tool for World Service and a number of other businesses across American Express

Provided leading edge content search and retrieval capabilities enabling Customer Care Professionals to provide service quickly and accurately

Positioned businesses at American Express to integrate performance support capabilities into servicing portals to enable a “one stop solution” for servicing

Created 4 separate systems (E0 – E3) as well as a Production Environment Verification (PEV) environment

Utilized “bleeding edge” technology (Oracle 11G) and Linux 5.2 Enterprise OS

Partnered with the business and vendor to resolve “known issues” in the vendor platform prior to rollout

Successfully delivered this Knowledge Management Blueprint project on time and within budget

CLP (Customer Level Pricing)/Reactive Reprice

Created the functionality for CCP’s to instantly decision and process Cardmember for rate interest rate reductions, thus increasing cardmember satisfaction and spending

Increase incremental spend to drive additional revenue of $12MM annually

Delivered project utilizing the new DataPower middleware platform

Successfully delivered on time and within budget

ZYNC Card Servicing

In support of the Zync card launch, developed and implemented changes to the American Express Servicing Platform

Changes included flexibility to enroll and/or cancel various Zync card offerings at the cardmember level as well as built in flexible functionality to support future new promotions and to expire discontinued promotions without additional tech intervention

Successfully delivered on time and within budget

SSP-IDC Servicing

Deployed SSP functionality in the International Dollar Card (IDC) market

Supported the decommission of numerous green screen (mainframe) transactions

Contributed to increased Customer Care Professional (CCP) satisfaction

Increased accuracy of cardmember servicing in the IDC markets

Delivered on time and within budget

All assigned projects selected for SDLC-SOX Audit received a rating of “Effective”.

Project Manager – SSP January 2003 - July 2007

Responsible to lead medium to large projects ($250K - $1MM), including end-to-end. Acted as a liaison between the business and technologies. Documented changes, risks and issues and drove them to successful resolution. Accurately managed project financials. Provided regular project status updates to all stakeholders on agreed intervals. Delivered projects on-time, on budget, with high quality. Major accomplishments include:

eWFM 3.7 Upgrade

Managed upgrade of eWorkForceManagement (eWFM) system to utilize the most up-to-date version

Increased CCP scheduling accuracy and flexibility for Call Center Management (CCM) through inclusion of online schedule assignment/review and time-off requests

Delivered on time and within budget

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Marketing Content View

Created the functionality for CCP’s to look-up marketing offers that have been sent to cardmembers

Decreased call handling time through providing accurate data on cardmember marketing offers sent, thus eliminating the time required to search offers and increasing satisfaction of both the cardmember and CCP

All assigned projects selected for SDLC-SOX Audit received a rating of “Effective”.

Project Manager – USSDU & CTT Business Analysis February 2001 - December 2003

Responsible for the development, analysis and presentation of the following to senior technologies management:

Monthly Scorecard

Project Issues & Accomplishments

IMR Tracking and Analysis

Standards Exceptions monitoring

Audit MAP reporting

Developed and implemented Relationship Issues reporting for use by the Relationship Managers

Developed and implemented EPIC Adaptive Architecture metrics report

Project Manager / Relationship Advisor – Service Delivery Utility August 2000 - January 2001

Responsible for the day to day management of $67.4MM technology development budget, including:

Maintained alignment of project goals and deliverables with headquarters finance, local finance, and local business partners

Maintained the business facing relationship on development status and project funding

Interfaced with headquarters finance and technology finance on forecasts and revenue alignment exercises

Senior Financial Systems Analyst -- Business Systems Integrity July 1997 - July 2000

Managed all aspects of complex systems projects from pre-planning through post implementation.

Developed control, balancing, accounting, and reporting requirements that led to three successful conversions totaling 3.3 million accounts and $2.75 billion in receivables to the new billing platform.

Designed, developed, and implemented the process for billing and statementing of Uruguay Value Added Tax meeting all internal customer needs and international regulatory requirements.

Led the technology changes necessary to successfully implement CROC SBS and domestic ECC Fee Increases, which achieved revenue growth by $160 million in 1999.

Headed a team that identified and installed a correction to the Stop Dun database that saved over $400 million in revenue for 1999.

Designed and implemented new controls and processes for Disputes which achieved 100% SLA compliance.

Approved all Y2K system changes for Billing, Customer Service, and Risk systems.

Consistently exceeded all customer expectations on all projects.

Earned seven Quality Employee of the Month (QEM) awards between September 1997 and July 2000.

Financial Systems Analyst -- Business Systems Integrity July 1995 - June 1997

Managed and coordinated small to medium path projects with an emphasis on data integrity.

Spearheaded the successful implementation of the Disaster Recovery project for all domestic billing systems meeting Bank Ready regulations.

Led the technology changes necessary to successfully implement Company Card Delinquency Fee Increase resulting in revenue growth of $145 million in 1997.

Implemented Team Based Problem Solving approach to our annual Employee Survey with documented improvements of 80% in all categories.

Provided on-site training for Finance Resource Center staff on finance business critical systems.

Automated manual balancing for On-line Financial Adjustments with result of 1.5 fte save.

Implemented the re-installation of three-year plastics in the U.S. as well as outsourcing of Canadian plastics.

Facilitated development and implementation of Adjustment Reporting purge process satisfying FDIC regulators, internal/external audit, and senior management for Bank Readiness.

JEFFREY REINKING PAGE 4

Team Leader -- Cardmember Services January 1992 - June1995

Managed a team of 15 associates in resolving customer inquiries and billing disputes.

Accurately fulfilled 1.2 million label requests annually while meeting all service level agreements.

Consolidated Label Fulfillment from many fragmented locations into one unit, enhancing control over inventory and enabling economies of scale for fulfillment.

Developed a strong and cohesive team with the flexibility to assist Marketing with the challenges of launching new products (STAR, Student Optima).

Designed and implemented volume reporting and provided monthly feedback to Marketing on inventory usage and cross-selling opportunities.

Developed and promoted seven associates during 1995.

Earned two Quality Employee of the Month (QEM) awards between 1992 and 1994.

Senior Accounting Systems Coordinator -- Financial Control January1990 - December1991

Coordinated all aspects of financial systems changes and projects within the finance department, inclusive of balancing, control, accounting, and reconciliation.

Acknowledge Subject Matter Expert for Accounts Receivable, Sign & Travel, Cardmember Maintenance, Financial Capture, and Deferred Merchandise.

Controlled the integrity of accounting entries, financial ledgers, and master files bringing the Unbilled Receivables ledger into compliance for the first time in 5 years.

Created many enhancements to existing workflows that enabled streamlining and automation of manual work.

Spearheaded and streamlined the annual audit of Finance by Ernst & Young shortening the audit period by over one month.

Implemented quarterly spot-check audit process to resulting in a favorable audit rating of 2.1

Accountant -- Financial Control August 1987 - December1989

Supported migration of new and modified financial systems to production, performing data analysis to ensure financial integrity.

Streamlined and converted unit balancing procedures from utilizing hardcopy to online reports saving an annualized 2.0 fte.

Coordinated the resolution of open reconciling items while maintaining all accounts within TRS accounting policy.

Trained staff on impacts to work created by systems changes.

EDUCATION

Master of Business Administration, Nova University, Ft. Lauderdale, FL

Concentration: Finance and Accounting

Bachelor of Science in Education, Florida Atlantic University, Ft. Lauderdale, FL

PROFESSIONAL DEVELOPMENT

Method/1 /Project Lifecycle

Conflict Resolution

Consensus Decision-making

Team Based Problem Solving 1 & 2

Situational Leadership

Leadership 1 & 2

Diversity Training

Six Sigma Black Belt

PMME Level 2

Certified Scrum Master

Currently preparing for SAFe and ACP certifications

COMPUTER SKILLS

MS Word, Excel, PowerPoint, Project, Visio, EPIC, Clarity, SharePoint, Team Foundation Server, Planview, JIRA, API

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