Kristopher Brown (Csm) Email & Phone Number

United States

Led the effort for licensing across multiple states for overall organization as well as individual licensing needed for the company to be operational based on specific state guidelines. Understanding what activities need to be licensed and how those items may be audited by regulators. Understanding of E&O requirements.Implemented a Jira platform to facilitate all projects to be run within the organization. Developed tasks, descriptions, and identified proper resources which resulted in improved operational efficiencies and multiple product launches.Deployed a new operating platform to reduce processing time from Open to Close of Escrow. Eliminated scope creep and drove deliverables to complete the project within the established time frame. Provided guidance on workflow development and configuration processes to account for Product releases.Created and Implemented a project plan to facilitate future state expansion. Identified proper resources to be involved, licensing requirements, underwriting regulations and closing requirements to deploy new products for new states/territories allowing the company to seamlessly become operational in new states and increase revenue.Evaluated and adjusted the Jira intake form process for all new/change requests of the Title Production Platform. Eliminating unneeded requests and establishing automation of requests to proper resources. Allowed for 2 resources to be allocated to other initiatives.Created Service Desk Platform for all UAT Feedback to allow Product/Engineering as well as Admin team to real time troubleshoot and adjust configuration of the product during E2E testing. Triage ticketing system to auto assign out to proper teams Jira boards. Decreased TAT while increasing overall production of tasks. Used these metrics to capture impacted features and create Jira reports providing real time status to the Executive team on current and future work.

Increased UW risk limit for Doma Agency Inc. from $2M to $5M. Partnered with (TPS) (ResWare) Application Specialists and Underwriting to develop and build proper workflows, while partnering with Product Marketing on materials to inform Clients of ability to accept higher premium files leading to increased revenue for Operations. Reviewed all Document change requests within Title Production System (TPS) platforms. Worked with Legal and Operations to eliminate non compliant documents from the system and established Ancillary document templates.Created Jira tickets to have TPS Application Specialists configure documents. Perform User Acceptance Testing, Compliance testing and be sure any training on changes made are communicated to Learning and Enablement. Lead a Change Control Board daily discussion between Strategy and TPS App Support to review Operation requests for workflow adjustments, Partner Card setup, Vendor integrations, and Policy and CPL creation. Increased output from the Application team and eliminated non essential requests from being worked on.Lead expansion of HELOC products by gathering required Policies, Requirements, and Exceptions from Underwriting. Managed team of Business Ops associates providing guidance on the expansion of Purchase and Refinance products through Enterprise Operations. Successfully launched the Refi product in MT, and WA, and Purchase product in CA, CO, AZ, FL, and TX.

Remote

Led a cross functional group of resources (Legal, Licensing, Underwriting, Finance, Operations, TPS App Configuration) via a State Expansion Project plan I created. Expanded Doma footprint to the states of Wisconsin, Utah, and Maine. Assisted with the state of North Carolina, South Carolina, and Georgia gathering banking and licensing requirements. Also partnered with Attorney networks to service files in Attorney driven states.Documented and Implemented a formal procedure for communication between Operations, Product, and TPS App Support communications. Trained resources on procedure resulting in fewer requests and quicker turnaround times.Established a comprehensive Document repository for all Insuring Forms and Closing documents. Worked exclusively with TPS Analysts to properly build merge fields within documents eliminating hardcoding and allowing for more General Use documents within the organization. Resulted in improved timing of document generation allowing for delivery to customers earlier in the process.

San Diego, Ca

Midland Credit Management purchases portfolios of defaulted receivables from financial service providers including banks, credit unions, consumer finance companies, and commercial retailers. Negotiated exclusive 24 month purchasing rights (a first for MCM) for all charged off credit card debt portfolios for 2 of the top 15 banks issuing credit cards, resulting in over $200MM in purchases for 2020 and 2021. Presented new purchasing opportunities to the Investment Committee composed of the MCM COO and other top executive decision makers. Leading to $686MM in total spend for 2019, a MCM record. Created a centralized SharePoint site for each Issuer to capture all active items (via OneNote), project documentation, Issuer contacts, and audit documentation, which allowed for better reporting of partnership status internally and externally.Managed a cross functional POD team responsible for support functions to operations, and empowered members to establish relationships with bank counterparts resulting in better communications and fewer issues with bank partners. Established Quality Control procedure for Bill of Sale execution process for each bank partner by working with internal and external resources allowing for a decrease in the turn around time from 5-8 days to 3-5 days.

San Diego, California, United States

Created Standard Operating Procedures for the ICPMO 4 Cycle approach to shorten response time from 30 days to 10 days. Reviewed initial requests for information, assigned resources, set schedules to gather appropriate responses and documentation, and performed quality review checks before submission which eliminated additional Auditor requests.Worked with Issuer Auditors as well as internal cross-functional teams to schedule audits ensuring all areas of review were covered and adequate responses provided.Presented findings or observations on policies/procedures found by the Issuer to the ICPMO ESC (Executive Steering Committee) Managed the remediation process with internal teams for findings/observations discovered and agreed upon from the audit. Decreased findings and observations in 2018 by over 50% from 2017.Served as the Sr. PM for the Direct Mail business unit Jan - March 2018. Improved status reporting by condensing documentation into an Info Path form via SharePoint. Reviewed over 200 letter templates and condensed into 50 standard combinations for a new production platform being implemented so the proper automated triggering could be built.

Remote

Developed Statement of Work, Project Status, and Lessons Learned Info Path form on SharePoint making project updates and change requests visible to upper management from Initiation to Closing.Successfully managed the deployment of an automated technology system in conjunction with corporate IT teams to all production locations decreasing turn-around time and overhead production costs.Managed on-boarding of new Title Production Plants and load balancing of existing work across various countries including India and the Philippines helping shorten TAT, and provide cross training to production teams in new regions.Established proficient communication between all resources by creating project work spaces (via SharePoint), allowing for fewer recurrent status update calls. Would send detailed meeting agendas, and follow meetings up with minutes and action items.Worked with multiple data system providers and production centers to roll-out technology improvements which created greater efficiency throughout production.Scheduled the development, UAT, and implementation of new products and services requested by customers.Commuted to quarterly executive meetings to provide status updates on current projects and to strategically plan new project requests based on production goals.Established strong working relationships with all development divisions affecting my product initiatives.

Remote

Worked with the project management team to establish a centralized Project Management Office for National Production Services creating a streamlined approach to project management for the division.Created standardized documentation for project plans to provide consistency and familiarity, while motivating divisional teams to implement project planning initiatives.Defined scope by working with Centralized Production to load balance work to international production vendor sites causing a decrease in overhead and ability to transition workloads across multiple time zones.Gathered necessary requirements and tasks from Subject Matter Experts to complete specific project matter templates leading to shorter time frames for projects to be completed (New Work/New Team, Consolidation, Load Balancing).Established communication guidelines and meeting templates to drive project success and allowed resources to make updates prior to established meetings.

San Diego, California, United States

Setup of back office production for new clients. Documented workflows and resources needed to perform required tasks. Drafted Service Provider Agreements and followed up with customers for approval of agreements. Created Document Management System folder structure for NPS channels.

San Diego, California, United States

Worked with executive management to assist in the formation of centralized production centers (National Production Services), by gathering key data and technology requirements. Drafted documentation on functionality of the newly formed division and how implementation would take place within the corporation.

San Diego, California, United States

Provided property details requested by customers. Searched county records to provide detailed property reports for customers. Communicated with customers on status of Title and Escrow.