Oversaw operations for 150 franchise owners, 450 stores, and 600 vans in the US and Canada. Accountable for franchise performance, including support, operating standards, and partner relationships. Managed a staff of 60 employees with 4 direct reports.• Increased in-home warranty subscription attach rate from <3% to 13%+ in under 12 months.• Orchestrated transition of 150 vans and repair volume to franchise owners, resulting in 175 additional repairs and $1750 in monthly revenue per van.• Streamlined new hire onboarding process from 60 days to 14 days.• Negotiated a 10% increase in partner program payments, boosting franchise gross profit and satisfaction.• Improved franchise cash flow cycle by 15 days through new partner payment and approval process.

Led newly formed corporate store operations, responsible for P&L ownership, new store openings, and competency development. Established a dedicated corporate store operations team, encompassing store operations, continuous improvement, project management, and analytics. Managed a staff of 650 with 5 direct reports.• Expanded corporate stores from 13 to 158 and van operations from 0 to 150 in just 18 months. Successfully onboarded acquired store employees, hired within budget, and fostered a performance-driven culture.• Transformed corporate store operations from a repair-only model to a sales and repair model, resulting in a 20% attach rate increase for in-home warranty subscriptions within 18 months.• Established a dedicated corporate store operations team, encompassing store operations, continuous improvement, project management, and analytics.

Led operations for strategic partnership with Sprint, consisting of Asurion-employed repair technicians in 450 Sprint stores across the US. Established a dedicated operations team, encompassing store operations, continuous improvement, project management, and analytics. Managed a staff of 1500 employees with 4 direct reports.• Successfully transitioned 1100 employees from Sprint to Asurion and hired 400 employees within 6 months to fully staff operations. Collaborated with Sprint HR, Asurion HR, and recruiting to facilitate the transition and hiring process. Led kick-off calls, provided training, and established a performance culture. Managed all aspects of co-employment with Sprint.• Transformed operations culture by prioritizing device repair over exchanges through improved parts availability, forecasting, and training. Enhanced repair rate from 10% to 90% within the first year improving the profitability of the program significantly.• Improved NPS from below 50.0 during the transition to over 70.0 within 6 months. Key contributions included aligning staffing with repair demand, establishing workplace norms within Sprint stores, and delivering exceptional customer experiences.

Selected to lead business process improvement function post-reorganization. Accountable for operationalizing the division's Annual Operating Plan and executing the Process Improvement initiative portfolio. Managed a staff of 3 Master Black Belts, 10 Black Belts, and 2 Analysts.• Developed a high-performing Lean Six Sigma team, training and mentoring 20 Black Belts and Green Belts in project leadership, facilitation, change management, and data analysis using Lean Six Sigma methodology and tools like SQL and JMP statistical software.• Led cross-functional teams in improving financial transparency and transforming Annual Operating Plan processes. Aligned operating metrics and financials, provided weekly updates to executive leadership.• Exceeded the 2015 cost reduction goal by 150% and achieved $13M cost reduction by eliminating non-value-added steps, reducing customer calls, and improving call center agent behaviors with the highest impact.

Led Tier 1 and Tier 2 escalation operations, including Office of the CEO. Managed daily call center operations for enhanced customer experience and cost reduction. Managed a staff of 270+ with 5 direct reports.• Surpassed annual cost reduction goal by 200% with a 33% decrease in expenses over two years, resulting in a $5M bottom-line improvement. Consolidated and cross-trained escalation teams, empowering front-line staff to handle more issues and reducing calls to escalation groups. Implemented best practices for optimal efficiency.• Decreased customer complaints by 40% and executive escalations by 52% through a cultural transformation that prioritized customer commitment, service excellence, and customer experience optimization.

Steered and maintained end-to-end process improvement functions, initiatives, and activities for company’s customer care department. Enabled team members to identify best process improvement opportunities through provision of training and coaching. Spearheaded new product launch and stabilization projects to create win-win situations. Drove Six Sigma training and certification programs. Provided strategic directions to five direct reports.• Enhanced customer experience and consistent customer handling procedures by standardizing escalation processes across businesses and delivering systems solution to ensure associate compliance.• Fostered turnaround for customer transaction data analysis and reporting through development and deployment of centralized, easily accessible transactional claims data warehouse.• Obtained improved Net Promoter Score (NPS) and eliminated potential process defects by utilizing Six Sigma methodologies and liaising with product management teams.

Partnered with business unit leaders to develop and prioritize projects in portfolio. Aligned staff of 40 Green Belt and Black Belt resources with highest priority projects. Highlights and contributions include:• Doubled project portfolio savings from $12M to $24M in one year by training, equipping, and leading Black and Green Belt resources to execute more than 30 high priority projects and deliver results.• Saved $3.8M in field operations costs, improved on-time performance 50%, and nearly eliminated dispatch cancel rate with 90% decrease. Implemented measurement and performance management systems to track dispatches and identify underperformers. Leveraged data to train, develop, and coach field technicians to meet expectations. • Spearheaded Lean Kaizen events that reduced service desk operations cost by $1.7M. Recognized for contribution with Service Desk Operations Third Quarter Partner Award.• Elevated project performance and productivity by training more than 70 associates and 40 Black / Green Belts on Lean and Six Sigma DMAIC methodology.

Promoted to support and enable efficient, effective, and productive Lease Originations function, which verified Xerox leasing contracts for billing, inquiry, and collections.Highlights and contributions include:• Achieved 165% of division’s largest cost reduction goal, returning $2.8M to bottom line, by leading cross-functional team of 35 professionals in 4 national sites to assess, reengineer, test, and implement business processes and business/system requirements.• Boosted Lease Contract department’s capacity by 15% and accelerated contract cycle time 35% by developing and deploying Lean Opportunity and Prioritization plan and Lean Kaizen events across 4 sites nationwide.• Optimized project execution and tracking by establishing Project Management Office (PMO) complete with standards, system requirements, and business/IT governance process. Trained 50+ business and systems analysts on new project execution process.

Managed timely, contractually compliant business and systems deliverables allowing GE Capital to loan Xerox funding against lease receivable and accounts receivable portfolios. Contributed to contract negotiations, conflict resolution, requirements definition, and testing.Contributions and highlights include:• Delivered $190M average monthly cash infusion to Xerox, while creating $340M monthly asset base for GE Capital by building, testing, and implementing account receivables securitization funding vehicle in just 30 days.• Surpassed $1.05B lease monetization plan with $1.7B cash infusion to Xerox by creating contract including requirements and criteria for qualifying leases and making data-driven recommendations for changes that led to $280M+ of non-fundable leases made available for funding.

Served aboard the USS Enterprise as an Electronics Technician, Nuclear Reactor Operator and Reactor Technician.