NAIL IT! How to land your first job and thrive once hired is geared to assist first-time hires, high school and college graduates and individuals wanting to make a job change. It contains stories of individuals that I have worked with throughout my life. My intent in writing this book is to help anyone starting their first job, a new job and recent high school and college graduates. I provide lessons I learned, over my 35-year career, taking me from a college graduate to a successful COO of a major company. Along the way, I had some falls, everyone does. But, hopefully, through reading this book and the guidance I provide, you can minimize your stumbles. In college, you learn book knowledge, principals, and best-case scenarios. There are things you don’t learn in college, but you should know before you start your job. Or, if you are fortunate to learn them in college, they are not provided with enough emphasis for you to understand how vital they can be in shaping your career. I have identified several activities/actions you have to know before your first day on the job. Following them puts your career on the fast track. If you don’t follow them, you have a greater chance of stumbling and having to regroup, like I had to do many times. Below is the like to the Amazon page to purchase it:https://www.amazon.com/s/ref=nb_sb_noss?url=search-alias%3Ddigital-text&field-keywords=nail+it+how+to+land

• Consultant to several traditional REO auction industry players, developing strategies and operational procedures to convert to on-line auction companies. All clients are now major players within the on-line real estate auction space and CWCOT.• Consultant to several hedge fund companies looking to invest in the real estate space.• Consultant to several Mortgage Servicers to improve operations and compliance.

• Restructured division to create a structured Business Development/Client Management group to provide a scalable organizational structure to transition from an entrepreneurial company to a public company – Company has aspirations of completing an IPO.• In 75 days, designed and implemented a contact management system (Salesforce.com) for use in business development and client management for 4 divisions and developed reporting for executive management, operations, and functional management. • Separated client management and business development functions, redefining job responsibilities, objectives, and goals.• Provided first incentive compensation plans for Business Development and Client Management resulting in objective staff evaluations that tie results to compensation. • Hired sales and client management talent to support a strategic sales approach to expanding current customers and landing new customers.• After the first 60 days, obtained commitments from 5 clients (over $35MM) to utilize services.

Responsible for the:• Evaluation of the default divisions within ServiceLink to determine the missing opportunities, the strategic direction for each division and the overall strategic direction of the entire default division. • Performed a SWOT analysis of each division and developed strategic plans with Divisional managers.• Evaluation and enhancement as to the default marketing materials, the value propositions and marketing pitchs for each division.• Restructuring of the default sales function, management and compensation. • Evaluated various acquisition opportunities and provided direct recommendations as to acquisitions and pricing.

As COO of the Default Division, responsible for the:• Oversight of 8 default divisions and 3 non-default divisions with approximately 4,000 employees, growing revenues from $200 million to over $1.2 billion in 5 years.• Process and management redesign and turnaround of 2 divisions, one from an NOL to a division that produced a 35% margin, the other from a 3% margin business to a 14% margin business.• Orderly shut down, in 4 months, of a 130 person division.• Developing the strategic direction of the products and services that allowed the company to go from a market participant to the market leader in all divisions.As Executive Vice President – National Sales responsible for the:• Management of 11 national sales representatives located throughout the US.• Transformation of the sales culture for individual performance to a team concept resulting in sales growth of over 100% each year for 4 years running.• New contract sales of $170 million in 2009 and $307 million in 2010.• Development of yearly sales training seminars.• Development and implementation of strategies to penetrate accounts where LPS had little to no relationship.

President - Horizon• Responsible for the formation of this wholly-owned subsidiary (Horizon) which utilizes Web-based technology to automate the ordering, scoring and delivery system of Broker Price Opinions (BPO) turning an expense center ($1.3 million/year) into a profit center within six months. Current profit is $150,000/month.• Completed the Web-based system that results in the reduction of virtually all data entry and quality control functions, thereby, allowing the business model to be scalable at little to no additional variable cost. • Merged REO cost center into Horizon to solicit 3rd party business opportunities and convert an expense center into a profit center.• Responsible for two departments representing approximately 75 employees, $120 million in REO and 75,000 annual BPOs.

• Developed and implemented the strategic and tactical initiatives that resulted in a 35% decrease in severely delinquent assets (90+ days delinquent) and a loss severity avoidance of $100 million (year one). Significant accomplishments include:• Increased loss mitigation resolutions 4 fold (from 300 to 1,200 resolutions/month in 4 months; resolution rates increased from 55% to 72% during the same period).• Increased on-time completed foreclosures 4.1 fold (to 90% in 12 months).• Reduced REO cycle times 59% (from 11 months to 6.5 months).• Developed and implemented daily, weekly and monthly metrics to manage and evaluate employee and departmental performance against “best in class” industry data. Developed departmental key indicators to drive functional areas to results that align with strategic initiatives.• Consolidation of attorney network that will reduce operating expenses in bankruptcy and foreclosure by 50% ($1.2 million).• Developed the industry’s first strategic plan for a remote site (work at home) loss mitigation unit. Implemented a plan that resulted in a productivity increase of 67%. • Developed the Loan Valuation Optimization Model utilized to evaluate the equity position at a foreclosure sale to determine resolution strategies.• Changed the company culture and employee attitudes to one of “time is money” within all organizational levels. • Responsible for 7 loan servicing departments representing approximately 260 employees, and $1 billion in non-performing assets.• Merger of FUHEB servicing platform (200,000 loans) into the HomEq platform and processes resulting in a reduction of $2 million in operating expenses and a cycle time improvement of 20% within the first two months. Cycle time reductions of 180 days in REO, 110 in foreclosure times, and a 100% increase in loss mitigation resolutions.

SVP, Consumer Discount LoansResponsibilities and accomplishments for this high growth $4 billion financial company include:• All profit and loss responsibilities for the consumer discount loan business.• The development and implementation of strategic plans including pricing model and methodology, collections methodology and key systems implementation.• Purchase of over $750 million of product within the first 9 months of operation ranking Ocwen in the top 5 for this market segment in 1998.• Grew the department from a concept to a department of 40 within 6 months.• The development of business relationships with charged-off receivable sellers.• Entered into the first forward flow agreement with a major financial institution. SVP, Loan Servicing • All profit and loss responsibilities for all 14 loan servicing departments representing approximately 250 employees.• The development and implementation of strategic plans that took the loan servicing department from 20 employees to 250 employees. • The conversion of loan servicing from an internally allocated expense department to a product line contributing over $6 million in net income per year.• Growing the servicing portfolio from 3,000 loans to over 70,000 loans in 3.5 years.• Reducing servicing cost per loan by 50% per year for 2 years through automation efforts and reengineering processes.Director, Loan Servicing Escrow Manager, Loan Servicing

For this FORTUNE 150 Company, with revenues in excess of $6 billion, responsibilities included:• The registration, issuance and redemption of $3.5 billion in financial securities consisting of common stock, preferred stock, first mortgage bonds and medium-term notes; • Short and long-term capital structure analysis resulting in an annual and 5-year financing plans; the timing, amount and type of security issuances; the timing of equity contributions to subsidiaries; and overall targets for key financial ratios for the parent and two wholly-owned subsidiaries; • Managing the ongoing operations for a $200 million common stock continuous offering program, two medium-term note programs totaling $875 million and a $360 million leveraged ESOP program; • Performing analysis and preparing reports for investment banks, credit rating agencies, internal executives and the Board of Directors. The analysis includes the effects of deregulation on a company's capital structure, off-balance-sheet financing on a company's credit quality and alternative financing vehicles for additional leverage. Special Assignment: 1989 Deming Challenge• Lead role in the preparation, training and actual Deming Challenge examination in which FPL became the first company outside of Japan to be awarded the international Total Quality Management (TQM) honor. TQM instructor for the principles of quality management, the quality improvement methodology, the seven control techniques and the seven-step quality improvement process.