Lead Risk Management, Credit, Business Intelligence, Collections, Remarketing and Salesforce Admin functionsDrove Implementation of Power BI-centric Data Warehouse project, providing predictive analytics and KPI Dashboard for executive stakeholdersPersonally designed new Credit scorecard 5x better at rank ordering for risk than its predecessorInspired Collections Team to reduce 30 day delinquency from 12% to under 2% in just 20 monthsMultiplied Bad Debt recoveries five-fold in less than two yearsMonitor portfolio and assign loss reserves to non-performing accountsRun weekly EOS meetings of Executive Team to oversee business strategy and Operations

Supercharged Credit and Collections operations before promotion to COO in August 2019:Cut loss rates on new business by almost 20% versus prior year's acquisitions at same ageIdentified $200,000 cost savings opportunity in GPS/starter interrupt device areaRight-sized Credit scoring models using AutoZoom and overlays tied to actual experienceChampioned in-house Loss Recovery team, eliminating 30% drag from attorney contingency fees Organized new Business Intelligence function and developed KPI's (see article below)Led six-location Sales organization in addition to HR, Marketing, Credit and Collections

When I joined Reliable in 2017 as Director of Operations, my mission was to grow the business profitably, and leverage technology to make the company more efficient. By focusing the management team on what mattered most, we were able to accomplish those things--and more.Founded in 1992, Reliable Auto Finance purchases sub-prime auto loans through dealers in Michigan, Indiana and Ohio. Reliable is part of the successful Car City group of companies, which primarily provides lease-here-pay-here financing. In my time as Director of Operations, here's what we produced: 1. Implemented best practices in Underwriting, including a new credit scorecard, which allowed us to reduce our loss rates by 10% (see my attached article below on First-Time Buyer scorecards).2. Focused on profitable dealers and markets to grow the portfolio by almost 50%.3. Introduced digital billing and text notifications for customers, saving costs and improving Collections effectiveness.4. Created new methods for reaching evasive customers (see my attached article below)5. Improved our call-monitoring and internal auditing processes for our CMS6. Modernized our Loss Recovery process through a champion/challenger approach to outside data providers7. Introduced a KPI deck of monthly metrics where none existed before. "What gets measured gets done."While Director of Operations for Reliable, I also sat on the Executive Team for Car City. During that time, Car City was able to grow its market share substantially across all of its locations in Michigan and Indiana.Skills necessary for success at Reliable:People ManagementLeadershipConsumer financeKey Performance IndicatorsSub-prime Credit scorecards (see article attached on First-Time Buyer Scorecards)AutomotiveDealer ScorecardsCollectionsLoss RecoveryOperations ManagementCMSKey statutes such as FCRA, ECOA and FDCPAInternal AuditDealer RankingsP&LBudgetingForecastingBHPHMicrosoft Excel and PowerPointCredit Risk

I was asked to join Preferred Warranties (PWI) in the newly-created role of VP of Operations Risk and Director of Compliance following PWI's acquisition by KAR Auction Services in 2013. Prior to that, I was President of PWI's sister company Preferred Auto Credit.KAR is a Fortune 1000 company which provides buyers and sellers of used vehicles with innovative, technology-driven remarketing solutions. KAR has approximately 17,500 employees across the US, Canada, Mexico and the UK.Preferred Warranties provides vehicle service contracts on new and used vehicles along with outstanding customer service and professional claims management.As my capacity as VP of Operations Risk, I created a Risk function as a major asset for PWI, focused on leveraging the company's 20 years of vehicle, claim and customer data. In terms of specific accomplishments, I would point to the following:Saving PWI $100,000 a year by right-sizing its parts-purchasing processCollaborating with our reinsurance company AmTrust to optimize our reserves and pricingBuilding a Claims forecasting model to help with forecastingAs Director of Compliance, I was also able to achieve big things:Creation and implementation of a Compliance Management System (CMS) in alignment with CFPB guidance, including development of procedures and training programs, Development of an Information Security programRewrite of all consumer-facing contracts to make them more compliant and user-friendlySuccess in these roles required the following skills and knowledge:Compliance RiskChange ManagementForecastingBusiness Process ImprovementMicrosoft Excel and PowerPointRoot Cause AnalysisData AnalysisStrategic Business PlanningProject ManagementInsuranceClaimsBetter Business BureauContractsLegal DraftingNegotiationVendor RelationshipsContinuous ImprovementConsumer AffairsLiability PreventionData-driven problem solvingPricingVehicle partsAutomotiveTeamworkDealer relations

I joined PACCO in 2006, which was Preferred Warranties' fledgling auto finance company formed to support Preferred Warranties’ dealers. At the same time I joined, the parent company had taken on a new PE investor. Our mission was to add outstanding people, create a scalable infrastructure, and grow the business.We built a cohesive culture by defining Core Values for the organization, including things like family, fun and customer service. We also had team lunches each month where each team member was asked to give an affirmation about what one or more teammates did really well during the month. I found that to be very powerful.Being in this type of fast-paced setting was very energizing for me and we did some great things like introducing a new RiskView-based scorecard that reduced our loss rates by 33%, implementing an omni-channel platform for contacting customers that added real efficiencies to our collections team and their results, and adding new bank relationships that allowed us to expand our footprint into 12 states.Because we had solid controls in place, we were able to expand our business during 2008-2009, and were profitable in every month after October of 2008. In fact, I grew PACCO's profits from almost nothing when I joined to almost $1mio per year.In 2013 we conducted a successful sale of Preferred Warranties to KAR, after which I joined PWI's executive team.These are the skills sets that were critical to my success at PACCO:LeadershipManagementUnderwritingBank relationsCollectionsLoss recoveryDealer rankings (see article attached below)ComplianceRegulatory auditsRisk managementDealer relationsNegotiationContractsECOAFDCPAGLBAFCRAKPI'sMicrosoft ExcelMicrosoft PowerPointVehicle Service ContractsGAPDeficiency Liability WaiversInsuranceSoftware licensingSystems including Megasys and DecisionLenderAuctionsChange managementStrategyProblem solvingTeamworkIncentive compensation plansSales

It was truly an honor to have worked for over 15 years at an iconic brand such as Mercedes-Benz, first as a corporate attorney, then as Senior Division Counsel, and then in Operations.FASTruck was a JV started in 2001 between Freightliner and M-B Financial, when the U.S. trucking industry was in the midst of a downturn. The objective was to protect our OEM partner's residual value on lease trade-backs by keeping their fleet units out of the auction and instead financing them for individual owner-operators. To succeed, we provided the owner-operators with free business consulting services, as well as warranty and GAP coverage on their rigs.As FASTruck's leader, I was tasked with building out the business infrastructure while at the same time ramping up acquisitions. Under my direction, we were able to grow our portfolio to over $500mio, with a staff of over 80. Here are some key accomplishments while I ran FASTruck:1. We reduced our Loss rates by half by, among other things, creating a Microsoft Access database collectors could use to track FICO trends of customers to allow proactive outreach programs to save repossessions.2. I inspired employees, not just at FASTruck, but throughout our Truck Finance division by serving as Executive sponsor of new employee orientation, helping to found a Development Committee, and by mentoring three high-potential employees (one of whom, Mary Aufdemberg, went on to become GM of Product Strategy and Market Development for Daimler Trucks North America).3. I was asked to lead the development of our Division's annual Customer Survey, plus developing response plans. The changes we made led to a CSI improvement from 61 to 71 the next year.4. While also running FASTruck, I guided the Division's IT Team in the midst of a major system conversion. Key skills needed:Emotional IntelligenceSystem integrationContact center managementVendor relationsOEM relationsScorecard developmentOwner-operator truckingP&LBudgeting

"May you live in interesting times." Following the completion of a fast-track executive training program, I was given the opportunity to manage the Truck Finance division's $4 Billion lease and retail portfolio heading into a major downturn in the US trucking industry. I was accountable for 65 staff members including the large fleet, small fleet, and owner-operator collections teams, plus the loss recovery and bankruptcy functions.Because of the difficulties facing our customer base, it was critical to take a pragmatic approach to customers' challenges in meeting their obligations and give them every opportunity to get back on their feet. In the case of fleets, it often involved face-to-face discussions about their operations and prospects, and unfortunately it sometimes meant Chapter 11 bankruptcy or repossessions. At the same time, it was important to find innovative ways to keep morale high on the team.I worked closely during this time with with our divisional CFO to establish specific Loan Loss Reserves for problem fleet accounts, and also general Loss reserves for other accounts in various stages of Workout. In 2001, our Division lost $450 Million, which led to some major organizational soul searching about risk and strategy. Thereafter, I helped develop and adopt a Balanced Scorecard, which served as the platform for communicating both the organizational goals as well as our Vision to the Team, and set forth the specific outcomes we wanted our team to achieve in terms of employee satisfaction, customer satisfaction, process excellence and profitability. Our Scorecard helped drive the Division's return to consistent profitability, and led Dieter Zetsche, the CEO of Daimler, to require all Divisions of the company to adopt their own Balanced Scorecard. I later addressed the Balanced Scorecard Collaborative's Annual Meeting about our successful turnaround.

I had joined Mercedes-Benz Financial in 1989 as a Corporate Attorney, supporting our field offices by providing timely legal advice, assuring that our customer-facing documents were compliant, drafting dealer agreements, and supervising outside counsel on litigation and bankruptcy matters.After being there a couple of years, the company launched its debis subsidiary, which financed boats, helicopters and other equipment for businesses. I had the fortune of working on some interesting cross-border transactions during that time, which was an excellent learning experience.In 1993, the company moved its attorneys from HQ into the field offices, and at the same time launched a truck finance division in the Chicago area supporting Freightliner, LLC. I was lucky enough to be promoted to Senior Division Counsel for that Division. When I started in that role, the portfolio was about $1 Billion, which grew during my tenure to $5 Billion. Some of the highlights from this role included:Managing two other attorneys and six paralegals (where I learned how to be a manager)Supervising outside counsel on litigation, fleet bankruptcies and IP issuesServing as the company delegate to the UCC Article 9 Revision CommitteeDrafting and negotiating key transactional documents with key vendors and business partnersImportant skills for success in this role included the following:Customer service orientationContractsLawManagementProcess managementNegotiationLeadershipPersuasionMicrosoft ExcelBankruptcyTrustsIntellectual PropertySecurity InterestsUCCComplianceSee attached article on what makes an in-house counsel successful.After serving in this role for six years, I asked for the opportunity to move onto the business side. The company was extremely supportive, and we put together a fast-track executive development program that included rotations through credit, collections, loss recovery, strategy, floorplan lending, and the fleet credit committees.