Brandon Bond Email and Phone Number

A Production Consultation Company that focuses on efficiency and technology that supports and manages the Business needs in the entertainment industry. Our goal is to get companies to think about their long term future strategy while creating plans internally now to adapt and lay the groundwork for transformation.- Create cashflow waterfalls, ROI forecasts, operational budgets based on near-term and long-term scenarios.- Drive operational strategy that balances efficiency, fair compensation, and flexibility while maintaining proper controls and risk management strategies- piloted multiple tech stacks implementation plans to improve infrastructure and streamline operations.- Operational, Risk, and Marketing strategy management consultant- automate production processes for companies, like crew on-boarding with contracts and paperwork- find bottlenecks, unclog them, and maximize efficiency going forward by implementing or updating processes and procedures and supplementing them either with specialized personnel and/or tech solutions.- building out and scaling production teams in a manner that supports both growth AND stability.

A Sales Agency that licenses film and TV shows to various buyers and streaming platforms in the U.S. and around the world. The old models of distribution don't really work for anybody but the big guys (and it barely works for them). There is a new way of doing things - and we help filmmakers understand that.

When I came on board, there was minimal structure in place, it was very manual and off the cuff. We scaled that up to 2 shooting/production teams and 5 editors and 2 VFX artists within 90 days. I also trained and managed our remote teams in 16 different states.In just over 2 years, we made 30+ episodes of reality and "true story" crime content for a niche streaming service, We also made 20+ commercials, and 100+ e/i programs. It was a logistics and scheduling nightmare to do it all, but I learned a ton.

Partnered w/ Legal, Compliance, and Risk teams to drive strategy and loss mitigation efforts in the Business Banking and Consumer credit portfolios. - Identified a potential multi-billion dollar population in the Commercial Line of Credit portfolio and mitigatied the losses through direct negotiations with the business owners to restructure the debts, in which NCL came in at 26% of forecast.- Worked cross-functionally and navigated shifting org structures to deploy strategic initiatives quickly - Managed the text/email digital contact strategies with a 22% avg. open rate (high for Collections)- Led the IVR implementation that allowed customers to establish payment schedules over the phone. - Integrated the IVR responses into a queuing system that built cases requiring response within 48 hours, resulting in NPS increases

- Managed 3 teams of Agents across US that negotiated settlements and loan restructures with Businesses that were either in default, were dissolving, or were having financial/cashflow problems.- Rebuilt the training program for new hires- Partnered with Policy and Process Improvement teams to eliminate procedural and operational risk around manual processes, while simultaneously working with Control MIS and ICRM teams to ensure the design allowed for the implementation of appropriate controlsI learned a ton. About people. About processes. About what an actual "big picture" view entails. And about talking vs. listening and why that matters.

Negotiated credit card debts on High-Risk/High-Balance accounts, typically with clients who had retained attorneys.- Designated SME for all Cards payment programs within 6 months- Assigned to various ad-hoc projects to target and clean up various account populations

Think DoorDash or GrubHub before there were apps. You could call restaurants and order delivery and we were the company that did the delivery. My job consisted of managing those relationships with the restaurants, integrating the restaurants into our tech stack for online orders, and driving deliveries (part of the culture was everybody was a driver - even the owner drove deliveries). I was the second person he ever hired. One of my biggest professional regrets is leaving when I did; the owner wanted to have me run the company and become a partner while he took a step back from day-to-day operations, yet I turned him down to go to Citi. He eventually sold his franchise in 2018 to Square, shortly before his untimely passing.