Customer Service Manager

GARTH A. KWIECIEN COMPENDIUM

**** ******** *****, ****, ** 89509 Home: 775-***-****, Cell: 805-***-****

OFFERING: A seasoned, innovative, enthusiastic outlook strengthened with practical application of high-pressure work experiences in management, business administration, finance, procurement and contracts negotiation with successful performance in the public administration field.

STRENGTHS: Ability to “follow through” on extended projects balancing departmental cost with company goals, to ensure goals are achieved through extensive attention to details. Willingness to view situations from outside the “box” in order to produce win-win scenarios for both the customer and agency.

EDUCATION: Masters of Business Administration (M.B.A.), Management concentration, graduated in August 1986 from Golden Gate University, San Francisco, California.

Political Science (B.S.), Public Administration concentration, graduated in August 1984 from California Polytechnic State University, San Luis Obispo, California.

Certificate in Hazardous Material Management, completed June 1994 from the University of California, Irvine.

SKILLS: Vast experience in management, procurement, fiscal administration, negotiations, project management, customer service focused, computer literate with a legal/technical aptitude.

EMPLOYMENT: 06/2009 to 04/2012: Prospect Education, LLC. Corporate Finance Division, 750 Sandhill Road, Suite #100, Reno, Nevada. 89521. 775-***-****

Corporate Sourcing & Procurement Manager: While reporting to the President, my principal areas of responsibility were: (1) provide system wide strategic sourcing, (2) negotiate/execute agreements, leases and contracts, (3) perform facility maintenance and project management duties, (4) budgetary/invoicing department/project administration, and (5) to drive the development, implementation and execution of all capital construction projects by expanding existing and opening new campuses. Provided a level of customer service that combines technologies, services and resources that supports teaching, student success and business operations. Growth for the past three years has averaged 175%. Construction projects have included: new facilities, offices and classrooms expansions, creating libraries, break-rooms, dental, pharmacy, medical, nursing, massage, welding and HVAC labs. Prospect Education is headquartered in Reno, NV with 12 campuses, known as Charter College, a high growth privately held, start-up, for profit, post secondary school business; located in California, Washington, Nevada and Alaska.

Key accomplishments included: fiduciary responsibility of over $100M in spend; established corporate procurement and project standards, policies and procedures; installed a new system-wide, centralized e-procurement system; created a campus/program “in a box” concept; developed and administered a facilities program/budget for each location; managed the process of finding a location, executing a lease, negotiating the hiring of a architect, contractor, and venders, the change order and invoice approval process in the design and construction of 22 campus expansions projects, opening six new campuses; worked closely with other departments, Campus President, Legal, Information Technology, Academics, Compliance, Marketing, Financial Aid, Human Resources to coordinate their work into the successful completion of the project; introduced a quarterly lease vender program; held QBRs with top tiered venders; negotiated/executed/administered over 350 corporate system wide agreements, such as Coupa, Concur, Birst, CDW-G, GCS, Office Depot, ADT, Henry Schein, Moore Medical, York, Lincoln Electric, Ricoh, Allsteel, Dell, Pearson, McGraw-Hill, and various other professional services in supporting company’s success. Saved: $8.32M.

11/2007 to 06/2009: Nevada System of Higher Education (NSHE), Business Center North (BCN), 1664 N. Virginia Street, Reno, Nevada. 89557-0208, 775-***-****.

Director of Purchasing, Contracting, & Material Management: My primary function was to provide a vision and a strategic plan by creating an effective and timely centralized procurement program for the seven institutions comprising of Business Center North (BCN), they included: Desert Research Institute (DRI), Great Basin College (GBC), Truckee Meadows Community College (TMCC), Western Nevada College (WNC), University of Nevada, Reno (UNR), as well as, the Nevada System of Higher Education (NSHE) and System Computing Services (SCS) and their 32 satellite/branch campuses located throughout the state of Nevada. I developed and implemented the Board of Regents purchasing policies and procedures.

As BCN’s subject matter expert in the procurement of goods, services, grant, leases, public works construction, maintenance and facilities contracts, budgeting, financial analysis, inventory and surplus property, trends and best practices in higher education and knowledge of federal, state and local regulations; I was responsible for developing, implementing and monitoring short and long term contracting initiatives that result in cost effective and market competitive contracting strategies that supported profitable growth for the University. Example: Pepsi poring rights, Nike, Sodexo. This entailed working collaboratively with key stakeholders, various departments, venders and the public to lead and/or support various procurement purchases with an emphasis on developing and implementing standards, best practices and an improved level of customer service that was shared across the organization.

Experienced in conflict resolution, critical thinking, change management and problem solving. Ability to: articulate the vision, mission and values of the University, representing University with credibility and integrity; and builds positive relationships; develop, implement and interpret procedures, processes, and policies; effectively manage change and establish best practices that are tailored to the unique needs and capabilities of the customer; organize and effectively convey information in a technological environment; analyze, organize and present data and information in a concise and logical manner; and establish and maintain cooperative working relationships within an academic environment.

Success was achieved thru increased communication among institutions, development and focusing on key objectives, employee training/development, streamlining processes, eliminating outdated procedures. Reduced instructional cost by reducing the cost of issuing a PO from $5.93 (FY 07) to $4.79 (FY 08), projected to be $4.75 (FY09) per $1K spent.

In addition to my procurement responsibilities, I also managed UNR’s Central Services, which includes Mail Services, Central Receiving, the Copier Program, and the Print Shop. Major accomplishments include doubling the number of daily mail deliveries, developed Business Plans, established a new BCN website, implemented a new system-wide copier program, and a new electronic package delivery system. Created new Buyer, Customer and Vender manuals, perform quarterly business reviews (QBRs) with top tier venders. As well as, participate in the Northern Nevada Consortium for Co-Operative Purchasing (NNCCP), UNR’s Sustainability Committee, UNR’s brown bag seminars, and the iNtergrate (State wide IT data) project.

Together, I had the responsibility of 32 team members, 9 budgets, $227.5M in spend, 2 buildings, 15 state vehicles, and processed over 6,000 POs annually. With signature authority of $1M; my team processed POs 37% faster (from 5 to 3 days), issued 20% more POs per month (500 to 600), and increased the number of formal bids by 175% (from 17 to 48). While reducing the number of errors by 32% by streamlining/standardizing processes and cross-training the various levels of buyers. Saved NSHE over $3.5M.

05/2006 to 11/2007: University of California, Santa Cruz (UCSC), Purchasing & Business Contracts Department, 1156 High Street, Santa Cruz, California 95064. 831-***-****

Strategic Sourcing Buyer IV (Lead): My duties consisted of evaluating commodity spends to determine opportunities for cost savings, skillfully solicit quotations and use best practices to negotiate complex and specialized requirements. As well as develop positive customer relations that support obtaining goods and services to meet customers (internal, venders, public, tenet, etc.) needs within University policies. Created an atmosphere of trust, understanding, transparency, and reasonableness in the course of business relations and negotiations with venders, team member to implement and operate the new SciQuest procurement system. Provided guidance and assistance in identifying various funding sources, project planning, budget preparation, and grant administration, drafting of proposals. Exhibit tact and diplomacy while interacting with others, in person, email or over the telephone; works individually and with a team to meet departmental goals.

Accomplishments include: rewrote the Sole Source approval process and redesigned form. tenet improvements, lease negotiations, software and IT purchases, food/beverage, professional service agreements; various maintenance and facilities construction contracts; and vehicle maintenance and management, MRO, and material management. Established Small Local Business Enterprise (SLBE) and Disadvantage/Small Business Enterprises (DBE/SBE) goals/programs. Introduced the “bridging the Gap” concept in order to develop relationships with key customers. Other concepts introduced were: establishing Job Order Contracting (JOC) system and “Wins” and “Lessons Learned” topics at bimonthly management/staff meetings. My negotiations have contributed over $1M in cost savings to the University. In addition my team of two saved nearly another $2.73M.

Due to my extensive contracts administration and managerial background, I was selected to perform the additional duties as the University’s Business Services Contracts Manager and Strategic Sourcing Manager, both in an acting capacity.

7/2003 to 10/2005: San Diego Unified Port District (SDUPD), Contracts and Quality Assurance Department, 3165 Pacific Hwy, San Diego, California 92101. 619-***-****.

Manager, Contracts Administration: Hired as a change agent to assist in implementing the District’s strategic plan by creating a new centralized contracts administration department to provide a high level of service to internal, venders, tenets and the public customers. Responsibilities included: administering all contract related duties from cradle to grave; creating a departmental vision and mission statement; developing staff goals to support the division. Success was accomplished by ensuring customer service was the department’s number one priority. With the introduction of S.A.P., developed a team approach by cross-training staff and establishing personal development programs, implemented departmental procedures, policies, boilerplates, forms, and reports; established interdepartmental relationships and encouraged having fun in the work place (an agency core value). Directed activities related to Small Local Business Enterprise (SLBE) and Disadvantage/Small Business Enterprises (DBE/SBE) programs. Received Board approval to introduce a Job Order Contracting (JOC) system. My team’s actions had resulted in a negotiated savings over $2.57M; a 33% reduction in the RFP/RFQ process and ensuring 99.9% customer invoices were processed within 30 days. Duties include grant administration: SDUPD was the largest recipient of security related grants, nearly $23M. Supported the Facilities Division’s nearly 190 construction documents, service and maintenance agreements, design-build contracts, grants and MOUs.

Departmental responsibility include managing my team of six members, with a $834K annual budget; leading complex contract negotiations; issuing RFP/RFQ/RFIs; advising other departments (Maritime, Real Estate, Environmental, Marking, Art, HR, and IT.) on developing their procurement strategies, and writing Board agendas. Other accomplishments included co-writing the District’s RFP/RFQ manual; re-wrote the District’s procurement policy in order to use of as needed agreements, and JOC agreements.

6/2000 to 7/2003: Santa Clara Valley Transportation Authority (VTA), Contracts and Material Management Department, 3331 North First Street, San Jose, CA, 95134 408-***-****

Senior Contracts Administrator (Supervisor): First hired as a Construction Contract Administrator II, then after six months was promoted to a supervisor. As an advanced professional, I supervised five Contract Administrators (levels I and II) to perform highly complex, multi-sourced contract/grant administration work. My responsibilities were issuing, administrating and negotiating professional service agreements to support the Countywide Capital Improvement Program (CIP), Congestion Management program and new facility and maintenance projects. The program includes; the BART extension to San Jose; 5 light rail expansion projects, including the procurement of 30 LFVs (Low Floor Vehicles); 13 major highway improvement projects including 4 major interchanges; CalTrain commuter rail improvements.

As coach, my team was responsible for managing the 186 Professional Service Agreements needed to support 1996 Measure B and 2000 Measure A Capital Improvement Projects valued over $1 billion within an SAP environment. Job assignments include: issuing RFP, RFI & RFQs, creating advertisements, arranging proposal dates, conducting pre-proposals, written and oral interview meetings, analyzing and responding to protests, perform proposal evaluations; ensuring Small Local Business Enterprise (SLBE) and Disadvantage/Small Business Enterprises (DBE/SBE) requirements/goals and the awarding of contracts. Advised on the proper insurance levels, indemnification language, and the licensing requirements. As well as, proposed the proper contract type/language (FFP, T&M, FFPI, CPFF, Design-Build, etc.). Ensured funding requirements were properly met, included grant and FAR requirements. Drafted resolutions for the Board of Supervisors approval. Educated the public on VTA’s contracting procedures and practices; prepared and presented a wide variety of oral and written reports with recommendations and justifications; monitored existing/pending rules, regulations and guidelines to ensure conformity with Federal, State, County, City and Local agencies requirements; represented the Department before the Board of Supervisors.

3/1998 to 4/2000: City and County of San Francisco, Construction & Tenant Employment Monitoring Unit, SFO Airport Commission, San Francisco, California.

1369 Special Assistant X: Under general direction, I monitored complex, multiple source construction contracts and professional service agreements. Performed audits of financial records/pension administration (certified payrolls, purchase orders, change orders, fringe benefit statements, union trust fund payments, etc.), to ensure contractual compliance regarding the prevailing wage rate(s) regulations and laws as required. These requirements were stated in the SFO Master Airport Agreement, City Charter, the City Administrative Code, the State as determine by the DIR, the Department of Labor on all publicly funded construction projects ($4.2B) at SFO. The essential functions were ensuring effective and timely compliance with these requirements through evaluation, inspection, investigating, conferring, interviewing negotiating, coordination, analysis and conducting pre-bid, pre-award and post-award conferences; meeting and conferring with contractors, unions and public and private agencies, investigating formal and informal complaints. Monitored professional service and construction contracts to ensure compliance with the Human Rights Commission (HRC) requirements. Identifying and analyzing legislation, policies and procedures to determine departmental impact to resolve prevailing wage disputes between the agency, the prime and various sub-contractors and employees. The amount of reconciliation of retroactive payments from contractors amounted to over $130,000.

11/1996 to 4/1998: United Airlines Corporation, SFO, San Francisco, California.

Baggage System Operator: Hired to ensure contractual obligations/compliance on the largest tenant improvement contract at SFO - United Airlines new $60M highly computerized baggage handling system. While working closely with various other departments to ensure contractual compliance by installing, testing, improving, creating/updating procedures/polices in order to correctly maintain the daily operation of this new system. With 500 daily flights and 80,000 bags a day, the proper planning of work force, airport operations (weather, gate control, aircraft changes, etc.), and schedule changes were key to providing seamless travel to the customer.

2/1996 to 6/1996: Charles Schwab Company, San Francisco, California.

Project Manager: As a Consultant for Charles Schwab, I was selected to develop a department from five areas of responsibilities: Special Projects, Mass Shipments, Lead Pack Production, Customer Services, and Software Services. With 38 employees, I was able to produce an annual savings of $200,000. With the re-negotiation of service/supplier contracts, implementing PeopleSoft inventory control system and Total Quality Management principals production increased to 110 projects (from 86) and 525,000 items (from 446,000) to be mail to customers around the world. Responsibilities included all aspects of project management; development, production, budgeting, labor, inventory control, customer service, and P&L responsibility.

2/1995 to 8/1995: Garrett Aviation Services, LAX, Los Angeles, California.

Customer Services Manager: Hired as a Consultant for a major F.B.O. to devise a financial departmental strategic plan to return the customer service department to a profit. Upon successful completion of my six-month assignment, my plan created an additional profit of $565,000 in sales and an increase of 9.5% in margin. Managed a 23-member team to perform customer services/station operations duties for a 24/7/365 operation. Additional revenue came from developing new sales/leases programs, ramp/hanger/office space rentals, the purchasing and selling of fuel, negotiating various modes of ground transportation, spare parts sales and support programs.

10/1986 to 8/1994: McDonnell Douglas Corporation (MDC), Long Beach, California.

Senior Staff Specialist: Upon receiving my 7th promotion; my last position at MDC was to create the U.S. Air Force C-17 Globemaster III’s paint division from conception to operational. Reporting directly to the Sr. V.P.of Operations; I started by creating a strategic “waterfall” work plan, which included the opening of a new $28.5 million dollar paint booth two years ahead of schedule. Hired and trained 5 supervisors and 73 employees. Tested, evaluated and purchased materials and equipment to support a 24/7/365 work schedule. Wrote the divisions' policies and procedures, work outlines and quality inspection standards, planned master production schedules, installed process improvements to reduced span time from 17 days to 6 days. Coordinated work with city, state and federal officials and special (AQMD, EPA, OSHA, etc.) agencies. Ensuring Grant, FAR and DFAR requirements to ensure contractual compliance. Developed measurable goals and objectives, provided team leadership, established production and quality control standards, established budget and cost controls, conducted evaluations and provided creative solutions to solve difficult customer issues in a manufacturing environment driven by MRP, JIT, and TQMS.

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