Shawn Starr Email & Phone Number

Florida, United States

Jacksonville, Fl, Us

Responsible for all company operations, including marketing, sales, purchasing, construction, finance and warranty. Revenue streams include custom home design/build, renovation/remodeling/additions, real estate services, construction management and consulting.

Arlington, Va, Us

Responsible for product development, estimating, purchasing, drafting and the design studio for a 250 annual unit division in the move-up and luxury markets, leading a staff of eight (8). Responsible for approximately $30 million in spend annually. • Built/rebuilt entire purchasing infrastructure from the ground up: processes, take-offs, bidding• Led the product development of 47 new plans in 14 new communities; conducted estimating, take-offs and bidding, all in an 18-month period• Streamlined and standardized the division’s standard features; wrote complete specifications for all products used in construction• Redesigned options catalog across all categories and implemented new design center processes

Arlington, Va, Us

Led five (5) staff handling all purchasing, estimating, drafting and design center functions for the division. Responsible for $15 - $25 million in spend annually. Served as licensed contractor for over 350 homes.• Reduced hard costs by nearly 30% over two years and saving $7 million by establishing and leading bidding and value-engineering processes.• Reduced average cost per SF from $57 to $42 while increasing standard feature level and house size.• Reduced sales contract to field start time by 25% by creating master construction documents (plans, engineering and take-offs) for all plans and a documented “new order” process.• Improved annual audit results by 90% in one year by transforming a severely non-compliant, process-poor department into a fully documented, process-oriented team.• Implemented processes to track and reduce budget variances, assess trade performance and process change orders.

Arlington, Va, Us

Led three (3) staff handling all estimating and some purchasing functions.• Reduced staff errors by 40% by creating estimating training and ensuring staff accountability. • Improved response time of staff to field requests by 70% through improved processes.• Led J.D. Edwards system implementation for the department; converted data from previous system; created training materials and trained staff.

Arlington, Va, Us

Estimated, performed take-offs and budgeted approximately 40 homes per month for production homebuilder. Worked extensively with subcontractors, superintendents and sales personnel to resolve problems and ensure accuracy.

Jacksonville, Florida, Us

Led 200 staff in a multifunctional claims processing/customer service operation in three (3) call centers across the state providing insurance and billing services; maintained relationship with external customer service vendor.• Successfully pioneered and led effort to outsource telephone customer service calls to an outside vendor equating to 4000 calls per day (80 agents) and saving about $1.5 million annually.• Improved goal performance from 60% to 92% within six (6) months and absorbed 40% customer growth with no additional staff through implementation of more efficient processes.• Achieved highest customer satisfaction and first contact resolution scores in the company through an improved quality program that uniquely empowered the front-line staff.• Doubled the number of cross trained staff in six (6) months through an aggressive plan to accelerate resource flexibility.

Jacksonville, Florida, Us

An internal consulting position with the objective of joining troubled departments and improving management, organizational and operational processes in order to meet key service indicators. Responsible for attaining annual savings of 10x salary, which was attained each year in position.• 2001 AQP (now ASQ) National Team Excellence Gold Award in recognition of productivity improvement.• Worked with three different departments in the position, improving operational effectiveness in each one by 10 – 15%, saving almost $2 million.• Eliminated inventory backlogs (and associated overtime costs) in each department within six (6) to (8) weeks.• Significantly improved goal attainment in all areas; for example, reduced average speed of answer from over 5 minutes to under 15 seconds through redesigned scheduling, forecasting and efficient management techniques.• Consolidated four under-performing call centers into one; reduced abandon rate by 65% and average speed of answer by 61%; virtually eliminated call blockage.

Jacksonville, Florida, Us

A project management position responsible for the annual department budget as well as departmental telecommunications, staffing, equipment, reporting, and operational performance management and enhancement.• Improved service level by 10% and customer service availability by 15%, saving over $400,000 annual through operational improvements. • Trained managers company-wide on call center management techniques and software.• Implemented Training Application Unit including the physical area, setting up TAU performance effectiveness analysis, analyzing cost effectiveness of TAU and implementing feedback processes for service managers; TAUs were later rolled out to all operational areas based on this model.

Jacksonville, Florida, Us

Managed the start-up and operation of a call and correspondence center providing insurance customer service; managed and developed a staff of inbound customer service representatives.

Managed inbound and outbound teams in a multifunctional environment; managed call volume in three cross-country sites servicing telecommunications services, billing administration, and sales.

Mba, Health Care Administration

Bachelor Of Science, Mathematics