SENIOR CALL CENTER EXECUTIVE with extensive P&L nationwide retail, consumer direct and wholesale sales, marketing and operations management experience in multi-site call center and regional branch channels.
1990 MBA Business Administration Pepperdine University, California
1984 BA Business Administration University of Northumbria, England
2008 to 2008 PNMAC (PennyMac), Calabasas, CA
Director, Consumer Direct Sales
Responsible for building a consumer direct sales team to focus on distressed asset retention, portfolio refinance and REO purchase transactions. Involved in the development of cutting edge modification and restructure programs. Developing a new origination platform for the creation of 5 retail business channels, including consumer direct, portfolio refinance, realtor direct, REO and affinity programs. Product lines include FHA and FNMA.
Private National Mortgage Acceptance Company, LLC (PennyMac) is a distressed asset management financial services firm created to address the dislocations in the U.S. mortgage market. We are acquiring loans from financial institutions seeking to reduce their mortgage exposures. PennyMac creates value for both borrowers and investors through our distinctive approach to loan servicing and originations. Our strategy is to keep borrowers in their homes by avoiding foreclosures through programs that address both their ability and willingness to pay their mortgages
2007 to 2008 SYNNEX CORPORATION, Carson, CA
Call Center Manager
Responsibilities included building and managing an inside sales call center team to sell consumer electronics products nationwide to retailers for manufacturers, including Panasonic, JVC, Kodak, Canon. Took over the Kodak food and drug distribution channel and outsourced that function for the manufacturer.
2004 to 2006 E*TRADE FINANCIAL, Irvine, CA
Director, Retail Mortgage Sales
Responsibilities included managing the retail mortgage P&L, which includes multiple call centers that originate refinance and purchase first mortgage loans as well as stand-alone and piggy HELOC’s and HEIL’s. Also manage retail branch mortgage distribution channel and integrated brokerage/mortgage strategy. The P&L also includes responsibility for credit policy, operations, funding, post closing, pricing, customer satisfaction, lock desk, direct marketing, product development, and technology in a matrix management environment to support the mortgage business. Manage investor relationships to ensure improved best execution pricing, communication and product availability.
Approval of a new business plan for a retail distribution channel with ramp up beginning in second month of employment.
Converted HELOC call center to all mortgage products in third month of employment.
Driving business from $3.5b in 2004 to $7.5b in 2005.
Created sales support group that significantly increased quality through process improvements, new training process and quality control.
Implemented new Loan Officer Compensation plan that focuses on rewarding results and also implemented a robust performance management system.
Introduced a broader scope of products that improved lead conversion by 20%.
Created Junior Loan Officer Program that increased conversion of self-reported credit leads through a call screening process.
Developed Lead Agent role to ensure career pathing for agents.
Implemented lead referral fall out program with Centex Home Equities to provide incremental revenue.
Implemented new Chat software that increased Chat agent productivity by 66%.
Changed fulfillment process flow and reduced cycle times by 50% and reduced cost per closed loan by 44%.
2002 to 2004 LEHMAN BROTHERS, Denver, CO (Aurora Loan Services)
Executive Vice President, National Consumer Direct
Responsibilities included managing sales and operations for a call center that produced over $100m/month in retention, consumer direct and affinity mortgage originations in all 50 states. Managed sales, processing, underwriting, closing and post closing processes. Also involved in the development of new business, product development, and compliance and vendor management.
Doubled production in the first four months.
Revised the incentive compensation plan and increased productivity.
Implemented team processing environment to improve communication and efficiency.
Reduced cycle times from 54 to 34 days and increased pipeline pull through from 33% to 73%.
Successfully implemented new affinity relationships.
Dramatically increased customer service ratings.
Member of Leadership Counsel and Aurora University Counsel.
Developed an Inside Sales division to increase broker penetration in wholesale channel.
2000 to 2002 ANSWER FINANCIAL Inc, Canoga Park, CA
Vice President, Call Center Operations
Responsibilities include managing the inbound and outbound call center sales. Support sales for over 1,000 products from 158 carriers in 50 states through retail and affiliate group generated leads. Manage Internet, ACD, phone switch, relationship and product implementations, training, policy issues, contact management, and document management technologies and processes.
Doubled sales conversion rate in second month.
Implemented compensation plan and recognition program that rewarded production.
Removed layers to reduce costs and improve flow of communication.
Obtained executive approval for $6 million expenditure on an enterprise CRM initiative.
Installed a Lucent Definity phone switch.
1997 to 2000 AAMES FINANCIAL CORPORATION, Los Angeles, CA
Senior Vice President, Retail Call Center
Responsibilities include managing the inbound and outbound mortgage originations retail sales call center. Managed 200 seats making 600,000 monthly dials and 70,000 inbound monthly calls, resulting from 2 million pieces of direct mail each week. Administered predictive dialing technology, automated call distribution, loan origination system and lead tracking and contact management databases.
Increased monthly production from$24m to $75m in 6 months.
Promoted to SVP after 8 months of employment.
Improved productivity by reducing ream sizes and centralizing all non-sales management functions to a support team.
Implemented national retention and Internet sales center.
Increased effectiveness of representatives by revising incentive compensation and reward and recognition programs, implementing performance standards and introduction sales training.
Reduced annual costs by $1m by decentralizing loan by phone function to the branch network.
Reduced annual costs by $500,000 by removing a layer of management.