Jeff Kruczynski Email & Phone Number

Oakland, California, Us

Oakland, California, Us

Oakland, California, Us

Oakland, California, Us

Consultant - Acting strategic operational leader for solar financing client, focused on scaling capabilities to deliver critical customer experiences enabling company growth:- Drive identification, prioritization, and delivery of work to improve existing and establish new processes; support operations leaders in building high-performing teams; and establish effective cross-functional partnerships with all business functions to ensure excellence.- Lead reporting and analysis, learning & development, continuous improvement portfolio management, and operations technology optimization roadmap and prioritization.

San Diego, California, Us

Led pre- and post-funding customer support, underwriting, and processing teams for multiple product lines, as well as operational excellence functions including release management, continuous improvement, learning and development, and knowledge management capabilities. Responsible for creation of company operational processes entering newly regulated California market; new procedures and operational discipline resulted in flawless execution with new underwriting rules.Oversaw improvements in complex partnership environment of post-funding servicing for secured product line, resulting in >20 points net promoter score improvement in first year. During introduction of five new product lines as well as business market expansion from California into Florida, Missouri, and other states, maintained a customer net promoter score of 75+ through improvements in scalability and training. Supported operations due diligence for M&A activities as well as capital markets asset securitization processes.

San Diego, California, Us

San Diego, Ca, Us

Led technical support, claims processing service bureau, and help documentation teams, providing support and services to Mitchell’s Auto Physical Damage customer base. Drove improvements in technical support which reduced cost by 7% per call, dropped the customer abandon rate by 75%, and improved customer effort score by 5%. During a time of 35%+ increase in annual volume, led the service bureau organization through changes reducing cycle time by 15% while decreasing cost by 9% per claim. Introduced the first premiere support model for APD’s corporate shop customer segment, converting 10% of the segment to a paid value-add technical support model. Supported KKR 100-day plan after KKR's acquisition of Mitchell; led operations due diligence during other acquisition opportunities.

San Diego, Ca, Us

Led field services project management, installation, and training teams as well as account management for Mitchell’s auto repair shop customer segment. Created a continuous improvement model within the organization, leading to a variety of changes which ultimately improved implementation NPS by 9 points and reduced overall cycle time by 25%. Drove revised, proactive account management model which resulted in overall reduction of credits issued by 51% over prior year and a decrease in aged receivables by 25%.

Mountain View, California, Us

Led technical support and operations teams for TurboTax customer support, providing care to 2MM+ customers annually with a $30MM budget; drove a 10% increase in customer NPS outcomes and a 15% increase in contact resolution. Developed Continuous Improvement capability in support operations; first efforts decreased operational incident management resolution time by 85%. Key leadership influence with product development resulted in improved customer experience and reduced volumes in key contact areas by 25%; hypothesis testing with online help team led to support center design that increased conversion by 4%.

Drove redesign of implementation and support offerings tailored to client needs, resulting in 30% increase in billed revenue while maintaining customer satisfaction. Led design and development of first-ever customer care portal for IRES enterprise clients, significantly increasing self-help access and use as well as streamlining the support request process—driving an 80% reduction in the lead call driver. Key leader in the first support Idea Jam which resulted in over 75 employee-generated ideas for innovating Intuit’s global customer support offering; implemented several of these as the online support channel leader. Chosen for Intuit’s Fast Path I and II leadership development program; also received Global Division leadership award for driving cross-functional team to attain the Department of Commerce’s Safe Harbor certification.

Mountain View, California, Us

Led multiple technical support teams responsible for providing B2B care for clients ranging from small business to enterprise owners. Increased customer satisfaction from 42% to 69% (top 2 box) in a pay-for-support model. Chosen to lead a critical cross-functional team charged with developing consulting and care offerings and tools for migrating existing clients to the next-generation .NET platform of the IRES product. Led reorganization of the IRES SaaS technical support team, resulting in a 130%+ improvement in customer satisfaction. Improved employee engagement score from 65% to 90%.

Led process excellence for centralized direct marketing, customer data, and creative marketing group. Identified annual cost reductions of $4.8MM through an improved process for managing print vendors; delivered estimated annual expense savings of $1MM by driving change in the process of versioning direct marketing materials.

Palo Alto, Ca, Us

Attained black belt certification in June 2003. Led projects including: integrate organizations managing worldwide inventory to fulfill customer orders and develop lead-time strategy; simplify product lead-time architecture to improve the customer order experience; and develop new Process Excellence order shipment timeliness metric. Designed multiple parts-flow processes for universal packout manufacturing line. Initiated functioning, true-form kanban process for enterprise server CPU and I/O boards. Drove analysis and project plan to close an unneeded raw-material storage facility, saving $800K monthly. Developed suite of manufacturing cycle-time analysis reports for enterprise server line in pre-release ramp-up phase and drove use of the analysis in capacity planning.

Us

Developed supplier integration strategy for new product under development. Recommended strategy to best involve suppliers in design and manufacturing, cut initial capital expenditure by 50%, and maintain competitive advantage. Performed analysis of competitor’s supply chain, integration strategies, and costs. Evaluated new product technologies and created strategy for intellectual property protection.

Directed intelligence analysis of military, political, and terrorist activity for Air Mobility Command (AMC) headquarters and 97 subordinate units, protecting over 2500 weekly missions worldwide. Briefed force protection recommendations and intelligence issues to national-level, three- and four-star Air Force generals.

Transformed multinational unit’s special intelligence program into a model used by NATO’s Special Intelligence Advisory Committee.

Developed first-ever intelligence support program for airborne tanker unit; program was used by Air Mobility Command as premiere example for new unit-level offices. Managed 14-person intelligence office providing support to over 350 aircrews.

Transitioned food products company from manual accounting system to GAAP accounting and finance standards and technology. Managed five MIS department employees in adaptation and translation of software to Polish, integration of systems with company operations, and staff training.

Master Of Business Administration - Mba, Business Administration

Bachelor Of Science - Bs, Aerospace, Aeronautical And Astronautical Engineering