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Responsible for leading the Bankruptcy, SCRA, Cease & Desist, Deceased, Out of Country processes for Chrysler Capital and Santander Consumer USA

North Richland Hills, Tx

Lead Bankruptcy organization consisting of Chrysler Capital and Santander Consumer USA portfolios.

Ft Worth Tx

Responsible for leading Foreclosure & Bankruptcy outsourcing operations, 3rd Party Vendors, and Service Release operations. Responsible for more than 400 outsourcing vendors, 27 distinct 3rd Party Vendors, and Service Releases in various locations across the U.S. • Negotiated vendor outsourcing contract with largest Foreclosure vendor, saving the organization $5.6M. • Automated service release process eliminating $232,000 in losses per month. • Centralized the service release process, improving controls, metrics, reporting, and a consistent process with 1 owner for upstream and downstream partners. • Centralized the vendor management operation, creating efficiency gains and ownership for all Foreclosure, Bankruptcy, and Claims.

Top Bankruptcy executive responsible for leading the organization in 6 on-shore locations and 3 off-shore locations totaling 950 employees. Accountabilities include compliance with state, federal rules and jurisdictional guidelines; mitigating risk to the bank, investors, and shareholders; managing a portfolio of 260,000 Bankruptcy customers totaling $42B. Responsible for Bankruptcy, Foreclosure vendor management responsibilities and servicing release operations. • Start up of a 200 person processing site in San Antonio, at full production in 90 days and outperforming other BAC sites. • Outsourced part of a core process to a vendor specializing in Attorney Network accountability, increasing productivity by 20%. • Developed project to automate 4 core Bankruptcy processes to improve productivity, efficiency, while saving the organization over $6 million in staffing expenses and exceeding compliance with FTC consent order. • Restructured the Bankruptcy organization to be specialized for each Bankruptcy function resulting in a 40% improvement in KPI’s. • Enhanced Bankruptcy controls by improving processes, policies/procedures, training, document traceability and retention to mitigate risk to the bank, investors, and shareholders.

Consulting with Auto collections clients, identifying needs and developing solutions to help them reduce delinquency and mitigate losses through our collections field services network.

Top executive responsible for leading Chrysler Financial and Mercedes Benz Credit Collections, Customer Service, Dealer Service, Operations, and Title processes. Accountabilities included mitigating credit losses, optimizing operating expenses, becoming #1 in customer service, and building partnerships with acquisition and vendor leaders. Led 700 employees and a portfolio totaling $30 billion, 1.3 million customers, and a $39 million budget.•Achieved best key performance indicator results out of four call centers.•Executed the consolidation of four operation locations consisting of 230 employees into one centralized location in Dallas consisting of 132 employees totaling a savings of $2.9 million annually.•Accomplished the outsourcing of imaging processes saving $1.5 million annually.•Executed the outsourcing of Title processes including Title vaults and created a resolution group in Dallas totaling a savings of $2.5 million annually.•Attained 2008 Leadership Performance Survey score 4.09 on a scale of 5.0 vs. Director average of 3.62.•Created a coaching culture that drove discretionary performance from employees.•Sponsored the development of employee resource groups consisting of Chrysler Financial African American Network, Hispanic Employee Network, and Women’s Network.•Directed a performance improvement team to develop a process for identifying skill gaps and creating training solutions to close those gaps.

Top executive responsible for leading Chrysler Financial Collections, Customer Service, Operations in mitigating credit losses, optimizing operating expenses, and building partnerships with acquisition leaders and UAW leadership. Managed 400 employees including 350 UAW agents and a portfolio totaling $15 billion.•Executed the outsourcing of Customer Service and consolidated the resolution group in Philadelphia saving $1.2 million annually.•Partnered with UAW leadership to maintain a competitive advantage with the other call centers while adhering to the guidelines of the UAW contract.•Sponsored the development of the Chrysler Financial African American Network.•Championed a culture of social responsibility where employees gave back to the community by partnering with the Pontiac school system.

Developed collection strategies and implemented new processes and systems for all Chrysler Financial and Mercedes Benz Credit collection call centers. Reported to VP & Sr. VP of Collections and Customer Service.•Led the development and implementation of Variable Staffing Model which optimized staffing based on delinquency seasonality.•Oversaw a team that created consistency across all call center locations through best practice sharing forums and process mapping.•Directed the development of regional key performance indicator reporting, holding regional acquisition locations accountable for acquisition quality.

Led late stage collection team of 175 collectors, team leaders, and customer service managers responsible for mitigating losses and optimizing expenses for the New York and Syracuse Zones.•Achieved 115% of key performance indicator targets.•Led the team during the challenging 9/11 event and overcame a difficult Syracuse portfolio.

Led a team responsible for retail credit acquisitions, funding and contract processing. Also, received sales and dealer credit developmental training. Serviced 25 dealers’ wholesale portfolio and retail business. Reviewed and analyzed dealer financial statements and lines of credit to improve dealer efficiency and profitability.•Improved retail penetration by 15%, with an 85% field stock rate, and was bank cutoff subject matter expert for all Dealer Relations Managers.

Led early stage collection team of 60 collectors, team leaders, and customer service managers responsible for mitigating losses and optimizing expenses.•Achieved 125% of key performance indicator targets.•Started the PM shift which increased productivity and decreased facility costs.

Contact Center Customer Service ManagerContact Center Bankruptcy AdministratorRetail Credit AnalystCentral Area Deficiency SpecialistCollections Team LeaderCollectorField Representative

Master Of Science, Finance

Bachelor, Business Administration