Betsy White Email and Phone Number

Responsibility for operational delivery and strategic leadership for 350+ support employees in 60 locations across the US for a Global Insurance Company with 55,000 employees.

Managed 16 employees on five teams, including invoice processing, student services, financial operations, group deal bookings, and lead processing supporting over 1,000 employees. Served as key participant in new business system development and implementation. Acted as key resource for project to develop new CRM database, as well as key participant in internal and external annual and quarterly audits. • Assessed team’s situation and realigned work to eliminate staff. • Replaced three employees with one efficient employee, cutting $81,000 from payroll budget of $487,000.• Managed a team of centralized invoice and expense payment processors.

Oversaw 13 employees on four teams, including staff support, real estate, international students, and invoice processing. Primary contributor to pivotal company transformation through development of policies, procedures, documentation, and training for newly-formed Graduate Division of Kaplan Test Prep. Created centralized team and process for paying invoices and expenses, using new bill payment system, resulting in faster payment processing and removal of administrative work from individuals across the country. Developed and managed accurate occupancy and operating budget for leased facilities totaling $7,300,000. • Created department and procedure to process employee expenses and other invoices within seven days versus previous 14, enabling field staff more time to focus on primary functions.• Oversaw ImageNow invoice processing software implementation across businesses.• Built department of knowledgeable staff support available daily to work closely with over 5,000 employees in understanding processes and procedures of newly transformed company, enabling smooth transformation with zero business disruptions.• Developed and documented new processes and procedures, writing and delivering live online trainings.• Managed closing of over 100 facilities nationwide.

Direct management of lease administrators managing over 600 leases, paying rent and all lease-related expenses. Established relationship with real estate auditing firm to audit annual maintenance fee reconciliations. Created, managed, and tracked construction budgets for build-out projects at new locations and during renovations. Forecasted annual occupancy budgets for divisions worldwide. Worked closely with local directors in England, Israel, Ireland, Australia, and U.S. to accurately predict costs for upcoming year. Set up and implemented processes, using new lease management software tool, Bricsnet. Acted as resource for the company’s lease- and construction-related service providers.• Developed reports for CFO on costs for leases and construction, collaborating with team members to provide detail.• Worked closely with multiple businesses to build budgets for renovation projects and new center openings in following year.• Created process to forecast annual budgets for 600-plus locations, including 5,000,000 square feet and lease-related costs totaling over $100,000,000 annually. Processed 2,400 invoices per month.• Managed lease administration team. Provided annual occupancy budgets to business divisions. Tracked and reported on budgets for high-visib2400*12ility construction projects.• Acted as resource to service providers and internal customers. Managed, maintained, and reported on data within lease management database, gathering requirements for new reports and database features, and training new users.

Managed 12 employees on three teams, including center services, national operations, and production and fulfillment. Held responsibility for training, implementation, and compliance with new company policies and procedures across 165 locations, including conversion to new Web-based order-entry and CRM system, making access to relevant student data easier for end-users. Acted as key participant in developing new company policies and procedures by working with end-users and executives, gathering requirements for CRM features and design. Provided hands-on, on-site management to locations with critical management issues; for example, served as interim director for Berkeley, California center. Orchestrated and coordinated logistics after merger and acquisition of medical testing company.• Maintained national ACCET accreditation and audit preparation over 12 months, with three months of actual on-site audits for 15 selected sites. • Held responsibility for gathering requirements, testing, and training employees to create and use new customer relationship management tool, known as Kaplan Business System (KBS). • Acted as key non-technical participant in process to build functional, easy-to-use system. Designed rollout and training plan, leading live national trainings.

Responsible for all operations throughout Manhattan, including teacher and staff hiring and recruiting, marketing, and class scheduling. Held full P&L responsibility for $8,000,000 revenue-generating area, including two facilities. Improved declining business, increasing area's contribution by 40%.

Set up new regional hub. Ensured smooth, cost-effective operations without disruption to business flow, enhancing initiatives by removing administrative work. Created new department tasked with transaction processing for 160 locations, including payments, refunds, and class switches. Hired finance and operations personnel to gather and process payments. Implemented AR reduction processes. Managed operations of mail room and staff. Moved hub operations and systems without loss of data and processing time. Introduced process to ship books directly from warehouse to students. Integrated multiple hubs into Tri-State hub, setting up flexible processes to absorb workflow.

Oversaw center operations, including teacher and staff hiring and recruiting, marketing, and scheduling. Held P&L responsibility for $1,000,000 revenue-generating location.

Held responsibility for creating class schedules and teacher assignments for Manhattan Center-based classes in center and off-site classes. Hired and managed center staff of eight full-time and part-time employees. Found new, convenient, and low-cost off-site class locations.