Member Team Customer Service

William J. Merrill

*** ***** ***** ***** *******, GA 30024 Cell: 404-***-****

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

Big Data/ Business Intelligence / Process Improvement/ Process Reengineering

Team-Building/Customer Relationship Management/Cost Reduction Techniques/Diplomatic Change Agent/ Data Visualization

Possessing more than 15 years of experience in developing and implementing new business initiatives and achieving revenue performance targets across multiple business units within an organization, with the last 5 years spent as a leader in a multinational BI operation for NCR’s retail line of business.

Management experience gained over the past 5 years encompasses:

Led multinational 35 member team in US, Europe and Asia to meet global Business Intelligence goals.

Supported over 1,400 global customers with reporting requirements

Achieved ~ 2.0 FTE’s in increased capacity though the use of Python/SQL and other BI tools

Leveraged BI tools (Tableau, SQL, Python) and big data to reengineer new processes resulting in cost savings of over 1.5MM annually

Core competencies: Python, SQL, Tableau and other various big data tools; Exemplary Organizational and Analytical Skills; Multiple Project Management; Working with Diverse Groups of People; Strong Empathy & Listening Skills; Ability to Grasp & Utilize New Technology; Creating Collateral Training Materials; Strong Formal Presentation Skills; and Leadership by Example.

PROFESSIONAL EXPERIENCE & ACCOMPLISHMENTS

NCR - Global Retail Division

2017 to Current

Data Engineering Manager II – Led multination teams to achieve strategic monitoring of KPI for over 1,400 customers. Mentored and trained team members in Six Sigma methodologies. Led several cross functional/line of business projects to centralize data for a single source of reference for end users. Key projects include:

Led reorganization of Global Retail BI Division

Reengineered Retail division to standard set of KPI as opposed to fully customized targets that resulted in the improvement of onboarding new customers from a reporting perspective by 8 business days.

Led teams that were able to provide holistic view of customer from multiple data sets by executing full ETL (extract, transfer, and load) of external customer data with internal data

Implemented standards so all process were repeatable and could be performed by any team member – eliminated single points of failure.

Managed hourly reporting during critical retail periods that lead to over 99,98% availability of over 70K units

Trained and mentored team from utilizing basic excel functions to utilizing SQL, Python, and Tableau for real-time data insights.

Identified multiple areas for automation that reduced errors and allowed for optimal utilization of ~2 employees per year to provide further insights that drove business decisions.

Successfully mentored, trained, and coached Green and Blackbelt candidates towards achieving certification

Cox Automotive – Media Solutions,

2014 to 2017

Business Process Architect – Expert in the implementation and utilization of methods, tools, and techniques of Business Process Management and continuous improvement across multiple functions/levels/ and business units, solve organizational process problems, address new opportunities by analyzing business requirements, and analyze strategic initiatives for ROI. Key projects include:

Successfully mentored, trained, and coached Green and Blackbelt candidates towards achieving certification

Worked with multiple business owners to provide Senior Leadership with a consolidated view of current progress and metrics with Sales Transformation (reorganization of 3 BU’s into one cohesive group)

Manipulated data sets from separate BU’s into comparable KPI’s to monitor sales transformation process

Reengineered National Accounts process from separate BU’s into one cohesive model

Synthesized unstructured data from employee survey into meaningful, actionable insights for Senior Management

Analyzed KBB Certified Pre Owned offering and provided several models for financial viability

Haystak – Process analysis/reengineering uncovered underutilized resources with the potential of reducing cycle time by 2 days and increasing profitability by $150K

Redesigned Cross Business Unit Referral process across Cox Automotive Media and Software divisions and identified ~$350K in potential incremental annual revenues (awaiting SFDC Prioritization)

THE HERTZ CORPORATION,

2001 to 2014

Black Belt – Lean Six Sigma Project Manager (2010 to 2014) – Primary responsibilities include gaining stake holder approval on division level projects, management of project from beginning-to-end, utilizing data in a constantly evolving environment to facilitate change to meet or exceed projects financial expectations and deploying improvement plan across North America Division. Key projects include:

Increase customer experience by reducing customer wait time at Express Kiosks by 40% through process reengineering. Deployed improvements across top 50 airports.

Increased ancillary revenues by properly charging for reserved equipment - $1.1M

Offset vehicle damage liabilities by ensuring high risk segments were correctly charged – 30% of high risk segment were not being charged due to programming error - $2.6M in 10 months

Missing Preventative Maintenance (PM) Documentation: Improved file retention by 42%; Excessive PM’s reduced by 83% resulting in annual savings of $1M.

Reduction of Global Accounts Receivable Adjustments – Ensured customers were charged correctly by reducing the occurrence of aged contracts by 57% and complaint call volume (soft benefits), Increased earned interest by receiving payments in a timely manner (hard benefits)

Reduced penalties on program fleet by 75% by effectively meeting OEM’s requirements - $1.3M

ADDITIONAL PROFESSIONAL EXPERIENCE

Service Quality and Field Information Security Audits Manager (2008 to 2009) – Primary responsibilities include ensuring quality standards are being met and evaluating risk assessment to company from exposure of sensitive data. Created and developed standards audit for Hertz on Demand.

Revenue Trainer Manager (2006-2007) – Primary responsibilities center on coordinating productivity performance for Hertz at the Ft. Myers Airport with other managers, growing product sales through ongoing employee training and skills reinforcement, developing new training programs to meet higher management requirements and increase productivity, and recommending potential candidates for promotions to management. Additionally, tasked with reviewing 2 other airport locations by making recommendations for improvements, and overseeing sales bonus program.

Hiring sales professionals

Conduct performance reviews with Location Managers

Increased ancillary sales by 66% resulting in $750K Year over Year improvement

Location Manager (2003-2006) – Scope of duties consisted of supervising Tampa Airport employees and increasing account base through salesmanship, consistent customer service, and follow-up. Accountable for daily fleet control, rental volume projections, scheduling, and managed employee incentive program.

EDUCATION

B.S., Biology, University of South Florida, Tampa, Florida – 2005

M.B.A., Finance, Grand Canyon University, Phoenix, Arizona – 2011

Black Belt – Lean Six Sigma Certification, Hertz Corporation- 2011

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