Suzanne Behringer Email & Phone Number

White Plains, NY

• Officer, Business AnalystManaged projects that supported the transfer of nonproprietary processes and the development of new procedures to facilitate the outsourcing conversion of the Alliance Bernstein operations.
• Managed 3 – 6 projects at a time, from inception thru completion including initial analysis, setting objectives, delegating and setting timelines. Projects involved managing groups of 2 - 5 individuals and implementing.
• Oversaw the global project teams in London and Pune (up to 5 members per project) to ensure project objectives and timelines are achieved
• Analyzed, workflow diagrammed and documented operational processes to successfully and seamlessly transfer workload from Alliance Bernstein to State Street Corporation
• Presented monthly status update of all projects to stakeholders including department heads and department members in New York, London and Pune

White Plains, NY

• Administrative Officer, Change AgentCoordinated up to 4 projects at a time, partnering with 2 – 4 Change Agents and global representatives per project; projects including process reviews, revision and documentation, to.
• Spearheaded annual review of operations SOP documentation for the London, New York and Pune departments to ensure procedures were accurately documented and all parties were performing the correct procedure
• Overhauled aged, inefficient processes to increase performance and reduce risk; results included streamlining a 20 day process to 14 days and a standardized monthly process with multiple deadlines built into the task
• Facilitated weekly meetings with global stakeholders to review projects, achieve global buy-in and resolve issues
• Analyzed departments external storage needs and coordinated secure destruction of old documents resulting in a 15% decrease in monthly costs

White Plains, NY

• Developed and piloted online Risk Management training modules including Business Continuity Planning (BCP) and protocol, Failure Mode and Effects Analysis (FMEA) and Risk Mapping to educate the staff and reduce risk.
• Managed the rollout of the Risk Management courses for the London, New York and Pune operational departments, resulting in an increase of the employee knowledge base and a reduction of monetary and non-monetary errors.

Elmhurst, New York

• Planned and executed store setup for one of company’s busiest retail locations, ensuring floor was visually appealing and appropriately stocked to accommodate large-volume sales. Prioritized merchandise placement to.
• Cultivated ongoing sales education for staff, focusing on one-on-one sales, and associate self-studies and facilitating training meetings
• Translated brand initiatives to store team to drive sales and maintain numbers in challenging retail climate

Garden City, NY

• Co-Manager, Ann Taylor Roosevelt Field Mall (2009)Took on struggling store with company’s highest shrink rate, collaborating with store manager to reach sales objectives, client service standards, and, budgeting, and.
• Drove sales of struggling store to 15% lift in business via merchandising and concentrated training of the staff in sales techniques
• Reduced shrink 57% within four months, addressing store’s chronic theft issue by recognizing and resolving internal problems, collaborating with loss prevention specialists, and educating staff on ways to engage and.
• Elevated store to “visual focus” status and set visual standard for district
• Planned and executed store set as primary merchandiser, interpreting company’s brand initiatives and product movement to storeSenior Assistant Manager, Ann Taylor Loft, Manhattan (2004 – 2008)Collaborated with store.
• Spearheaded visual presentation of store, maximizing impact of displays in heavy-traffic area and serving as visual liaison with district manager

Melville, NY

• Managed campaign activities, budgeting, staff, and volunteers for Long Island Chapter, recruiting and motivating volunteers for three 20-week marathon, triathlon, and cycling fundraising events per year
• Increased gross budget by 20% by directing successful fundraising strategy and identifying opportunities to increase funds raised
• Achieved organizational goal of 75%/25% charitable-to-operational expenses margin by creating annual budget and managing revenue and expenses; one of only chapters nationwide to reach goal in challenging economy
• Overhauled local components of booklet for volunteer fundraisers, creating and updating information on events and sample solicitation letters

White Plains, NY

• Administrative Officer, Training and Development (1999–2002)Client Service Representative (1997–1999)Hand-selected to join corporate training team tasked with creating and delivering training programs for 4 divisions.
• Revamped and spearheaded Client Service Representative training program, creating and updating curriculum and leading six-week program for all new CSRs
• Created and directed multiregional program to expose Financial Advisors to backend operations, meeting with new FAs and handling follow-up training
• Co-facilitated monthly new hire program for business units throughout company, and created and delivered specialized training to different departments and levels of management