Chairperson of Customer Relations Best PracticesDeveloped program that was instrumental in increasing survey ratings (post move-in) by 27%Results were:Increased sales, product confidence and willingness to refer among current homeownersPersonally chosen by CEO to evaluate procedures and processes within other divisions’ CR department to assist in raising survey ratings Results were:Dramatic improvement in customer service achieved within three months after implementing and adjusting recommended changes \CPH’s Arizona division held #1 ranking in customer service in Eliant’s western region for eight contiguous monthsNationwide recognition for top customer service and willingness to referConsistently surpassed departmental customer service survey goals Customer Relations Team consistently rated #1 in Eliant’s SW region for customer service Results were:Nationwide recognition for excellence, ultimately increasing sales Duties: Supervised and trained Customer Relations’ department staff; ensured adequate staffing for each project; scheduled service calls with trades and homeowners; approved/processed bills for payment; correspondence to homeowners; verified completion of warranty items within prescribed time limits; monitored staff performance; supervised trades performance; consulted with homeowners on service requests; managed warranty service reports; fostered and maintained overall customer satisfaction at a rating of 90% or above

Improved customer satisfaction ratings from 70% to 98%Results were:Increased sales, product confidence and willingness to refer among current homeownersNationwide recognition for top customer service and willingness to referCreated a program to achieve daily, monthly, quarterly and yearly goals for department Results were:Improvement in cost savings by 27% of yearly budgetImprovement in department efficiencyMore time to focus on customer service vs. making repairsCreated a proactive vs. reactive department Created a program to rate and track scoring for each subcontractor Results were:Provided method to recognize those trades who excelled vs. those who did not Provided an additional way for customers to voice their concerns or approval of service and product Duties: Responsible for day-to-day operations of the department; supervised two warranty technicians and one administrative person; co-authored and updated Homeowner’s Manual on a yearly basis; maintained budget

Created and implemented system to survey tenants on customer service receivedResults were:A proactive vs. reactive approach to responding to tenant requests was takenTop rental rate and occupancy maintained due to reputation of excellent custom service by management officeDuties: Managed building operations for eight properties occupying over 530,000 square feet, included supervision of vendors and janitorial crew; monitored rental payments of tenants; acquired bids for building services and tenant relations. In addition, accounts payable and billing; generated correspondence to vendors, property owners, and tenants; reviewed monthly reports to insure accuracy; assisted in yearly budgets and CAM reconciliation.

to Sr. VP of Office BuildingsPromoted from Assistant to Sr. VP to Assistant Property Manager Implemented a more efficient system with which to gather and distribute tenant requestsImplemented system to survey of follow up with tenants regarding completed work requestsResults were:Better communication between tenants and Folsom Management officeMore efficiently run office; money and time saved as multiple trips or requests drastically decreasedTop rental rate and occupancy maintained due to reputation of excellent customer service by management officeDuties: Accounts payable and billing; generated monthly reports such as rent rolls, actual and budget reports; monitored rent and CAM delinquencies; solved tenant complaints; monitored building engineer and porters’ work load; compiled quarterly construction reports; typed correspondence, proposals and financial reports; assisted in supervision of tenant improvement projects