Manage and supervise the Customer Service Department including, the Call Center, Meter Reading, Billing and Collection functions for the Middlesex Water Company Enterprise to ensure prompt service, timely and accurate billing and effective collection efforts. Monitor and Manage department practices and procedures through established metrics. Ensure compliance with Regulatory Commissions rules and regulations. Review and distribute monthly, quarterly and annual internal and external reports. Develop and execute new systems, process improvements and procedures Review records for refund of Customer Advances for Construction and dead taps Participate in professional associations (NJUA, NAWC, AWWA, etc.) Review configuration changes to ERP System, including testing and validation Manage Purchase Orders for Customer Service Department

Responsible for directing a staff of 100 employees, 9 supervisors and managers nationally. Led the American Water Customer Relations functional areas of field work dispatch, exceptions management, work management systems administration, business performance and data analytics across two locations. Engaged with executive leadership in multiple states to drive continuous improvement and ensure business imperatives were met in support of achieving American Water’s aspirational goals. Provided leadership, and vision necessary to accomplish budgeted financial objectives and to deliver high quality customer service. Served as an advisor to the business on matters relating to customer field operations and performance.Business lead for implementation of two large technology changes across multiple functions with zero downtime and robust end to end testing as well as organizational change management. Both programs were national and consisted of advanced meter infrastructure and mobile field work management system. This included creation of business cases for financial and regulatory approval.Led an Organizational Change management team nationally that cared for end to end testing on any changes to SAP and any bolt on applications that touched field operations, exceptions management and emergency customer communications.Created Operations process documentation that drove consistency across both teams.Focused on analytics showing trending systems exceptions to uncover root causes and remediation.Reduction of workforce realized due to remediation of root causes.Created a revenue recovery program that leveraged GIS data to uncover unbilled services resulting in $8M unbilled revenueSuccessfully negotiated two labor contracts with a strong union and zero grievances filed during my time as Director.

Responsible for managing staff of 33 employees across multiple functions for NJ American Water. Ensured proper staffing for workflow, identifying problem trends and coming up with corrective actions. Support Legal Department for regulatory administrative law, county small claims courts and legislator requests. Handled all state regulatory board, better business bureau and executive complaints. Provided collections activities on special accounts. Management of critical customers to ensure proper handling, adherence to regulations and legislation to avoid adversarial relationships.Realigned Operations Support, Customer Advocacy and Field Resource Coordination Center Departments with no slippage in Key Performance Metrics.Responsible for centralized meter shop inclusive of purchasing, receipt and issuance to 9 operations centers in NJ. Oversaw centralized meter testing program as well as large meter crew.Created electronic work flow process for exceptions management negating the need for paper reports and improving reporting capabilities.Implemented new Sewer Only non-pay shut off process for NJAW.Helped with the transition of all work for Long Island American Water being done in New Jersey to the Eastern Division office.Participated in vendor selection and blueprinting process for technology Business Transformation.Participated in NJ Board of Public Utilities Management Audits answering Data Requests and acting as a Subject Matter Expert during the hearings.Initiated customer service training for the local field operations offices statewide to address negative trends identified by department supervisors. Established department target measures keeping them aligned with other functions, divisions and enterprise strategies.Assisted with the development and design of changes needed for several revenue impacting processes while ensuring SOX and regulatory compliance.

Responsible for the supervision of 15 Service Delivery Specialists in the Customer Advocacy Department for the state of New Jersey. Responsibilities included Regulatory Complaints, Collections on Special Accounts, processing of back-office reports, Revenue Enhancement, SOX Compliance, implementation of On-Line Account Manager, research for billing corrections and legal issues. Work on all special projects as needed.Established department target measures keeping aligned with division targets. Met or exceeded target measures for three years.Responsible for the development and successful implementation of Inactive With Consumption, Zero Use and Consecutive Estimate Processes for SOX Compliance.Was instrumental in the successful negotiation of several Office of Administrative Law settlement agreements during NJ Board of Public Utilities hearings and disputes with large users and municipalities.Formed productive relationships with local field operations offices that were beneficial to department efforts.Formulated excel spread sheets used today for the billing of large contract water accounts.Successfully implemented tracking of department workflow and results used for performance management of direct reports.Collections dollars assigned went from an average of $10,000.00 past due to about $2,000 per month. Maintained 95% return on accounts assigned.Researched root causes to complaints and ways to continuously improve/streamline processes.

Managed three departments – Customer Service/Collections, Field Service and Meter Reading for an Operating Center in Toms River NJ. Responsible for assignemnt of all daily Field Service, Meter Reading and Collections work monitoring for completion. Identified problem trends and provided corrective actions. Responsible for the timely billing of 46K customers in Toms River NJ and 16K customers in Lambertville NJ monthly. Produced SOP’s incorporating employee’s suggestions to maximize production and meet department targets. Standardized tracking of completed work and posted outcome monthly.Participated in two successful labor contract negotiations.Continued manage the transition of remaining Call Center duties from local office to centralized call center in Hackensack.

Supported the Operations Manager for an Operating Center in Toms River NJ.Effectively streamlined the collections process while experiencing a decrease in staff.Helped implement a very difficult transition of the Customer Service Call Center from local Toms River site to regional hub in Hackensack.Created robust reporting to better track money coming into local office.Worked with consultants as part of a “Due Diligence” project to try and eliminate duplicate efforts between local and hub office.Decreased aged receivables from 21% down to 7%.Performed training of new processes for three veteran employees.

Handled all order processing, customs compliance and customer service for over 60 international accounts. Worked with freight forwarders to ensure proper receipt of products over seas.Helped to increase sales by 18% for the first quarter in 1999.Worked with Sales Manager to implement sales order processing specific to international accounts.Implemented a back order tracking process to assist materials department with factory direct ordering.Formulated spare parts ordering and tracking process to aid distributors with repairs.Played key role in coming up with financial justification for adding a person to handle customs documents.

Directed all Customer Service, order processing, inventory control, shipping, facilities management and human resources functions for this rapidly growing $12 million distributor of hard collectibles (ie. Sports memorabilia, coins and other collectibles)Made critical operational and staffing changes that negated the need for additional staff while the business grew from $2 million to $12 million in three years. Conducted work studies and realigned personnel.Transformed a chaotic, unprofessional atmosphere into a positive, efficient, team oriented environment.Developed and implemented the companies first employee review process.Initiated and created the employee handbook.Coordinated all healthcare benefits, 401K administration. Controlled costs through research and negotiations.Reduced complaint response time from 5 days to same day response. Developed guidelines for the Customer Service Representatives to follow while empowering them to make necessary decisions.Worked with VP of Operations to implement Electronic Data Integration system that allowed for electronic download of customer orders increasing accuracy and decreased staffing needs.Overhauled layout of entire shipping area and systems taking into account the staffs recommendations.Achieved the best shipping record in the history of the company for four consecutive months.Implemented successful incentive program.Reduced “product unshipped” dollars by over 30%.Played key role in conversion from manual to automated inventory control system.Orchestrated company move without downtime. Redesigned building layout and monitored contractor performance making purchasing decisions related to equipment and furniture. Solicited competitive bids and coordinated the installation of the telecommunications and alarm systems.Assisted in negotiation of successful lease agreement.Maintained full responsibility for repairs and maintenance on premises.

Handled a broad range of responsibilities at a plastic bottle manufacturing plant. Provided office assistance to 8 managers and 36 supervisory personnel. Performed purchasing functions, executed special projects and conducted personnel training on diverse subjects.Collaborated with management team to enhance layout, space utilization and appearance of 14,000 square foot area housing 6 departments. Redesigned layout, selected contractors and purchased furniture and equipment.Initiated change from outdated closed loop telecommunications system to Centrex off-site system with 52 lines, direct inward dialing, and voice mail options. Selected vendor and coordinated staff training.Played key role in obtaining over $14,500.00 in state and federal funding for onsite training of production employees in ESL, mathematics and communication.Conducted multi session interactive courses in Phillip Crosby’s TQM and Statistical Process Control for 180 employees designed to improve job performance and enhance trouble shooting skills.Planned and delivered problem solving workshops in small group sessions; acted as facilitator.Saved over $17,000.00 by uncovering availability of computers at another facility and arranged delivery and installation.Ordered and organized office supplies for 52 person office. Researched and successfully negotiated contract pricing with vendors.Assessed needs and ordered raw materials and office furniture for the plant.Used AS400 order entry and inventory management system to order product and track deliveries.