Oct 2019 – May 2021 · 1 yr 7 mos

• Acts as the Southeast Regional COO by driving consistency, discipline and standardization in sales activity inspection, practices, reporting, procedures, and processes across the region. Provide Sales org with the resources, solutions, and tools needed to deliver responsible growth. Lead Operational Excellence efforts to simplify and improve client and employee experience. Oversee strategic priorities & projects aligned to the 4 pillars of responsible growth. Manage relationships with other lines of business and key product & support partners.
• Trusted Advisor to the Regional Executive
• Counsel to the Regional Executive to think nationally and execute locally, in development and inspection of market strategic plans, including targeted sales plays.
• Integrate national BB strategic plans, objectives, messages, and projects for the region
• Manage regional strategic routines, messages, and projects and providing the RE with updates and escalations on critical matters
• Develop and proactively manage the annual business plan for the region and tactics for course correcting/addressing issues
• Advise the RE on talent management and hiring for key regional leadership roles
• Maintain key information on various market dynamics across the region
• Manage key partnerships across the region: SB, treasury, credit, treasury operations, technology, marketing & comms, market president network
• Oversight of Sales Performance Management
• Manages the Sales Performance of the region to include business development and performance management.
• Oversight of Client Planning
• Organizes efforts that support the research of new client acquisition and existing client relationship deepening; including dotted line oversight over commercial associates.
• Business Operations/Risk Management
• Manages efforts to service existing clients (e.g. request new account opening, overdraft monitoring, wire escalations) manage KYC and risks to the business through management of the Sales Support Managers.

Aug 2018 – Oct 2019 · 1 yr 2 mos

• Head of Bank of America's national automotive underwriting and fulfillment operations, including white label lending for Volvo.
• Executive oversight of Dealer Management, Corporate Services, Transformation and Operational Excellence teams.
• Partner with Product, Sales, and Risk partners to grow responsibly with a heavy focus on client experience.
• Maintain a solid culture of controls by exceeding operational risk and compliance standards.
• Oversight of Dealer program administration and adherence including dealer onboarding, monitoring, and performance management.
• Develop strategies that leverage automation to drive efficiency, quality and controls
• Foster an environment of inclusive continuous improvement that focuses on frontline involvement to support a culture of operational excellence.

Jan 2018 – Aug 2018 · 7 mos

• Leveraged automotive expertise and leadership to develop and execute centralized routines that drive Operational Excellence, inclusive continuous improvement, and reinforces the strategic goals of CVL Underwriting & Protection.
• Promoted to Head of Consumer Vehicle Lending Originations after 8 months in role.

Mar 2016 – Dec 2017 · 1 yr 9 mos · Great Lakes Region (MI, OH, IL, IN, WI, MN)

• Launched ACS’s commercial inventory finance program in seven Midwestern/ Great Lakes States (MI, IL, IN, OH, IA, WI, NE). Hired, trained and deployed nine new Dealer Relationship Managers into the Great Lakes Region. Review and pre-approve Requests for Credit, as presented by the DRM. Provide leadership to the Sales organization, and counsel to the Vice President, in implementing sales objectives, policies and forecasting to exceed ACS business goals. Drive, monitor, and support the team’s efforts, via use of Salesforce CRM tool.

May 2014 – Apr 2015 · 11 mos · Reno, Nevada Area

• Hands on Sales and Service leadership rotation throughout Reno Buick GMC Cadillac, in preparation for a role as a Dealer Principal/General Manager. Tasked with using my OEM Sales & Distribution, captive financial services, and general management background to act in a consultative capacity in order to improve/develop internal processes related to recruiting, employee development, restructuring and streamlining; as well as refining sales and service processes which drive customer satisfaction, retention, sales and profit.

Sep 2012 – Apr 2014 · 1 yr 7 mos · Las Vegas, Nevada Area

• Charged with fortifying the Commercial relationship between BAML Dealer Financial Services and existing automotive clients within the NV, UT and Northern AZ market. Actively prospect, solicit, and close new automotive commercial business for varied DFS product offerings, such as new and used vehicle floor plan lines of credit, term loan financing (both real estate secured and otherwise), DDA /Treasury products, Merchant Services, 401k / Investment Products and automotive retail lending.

Nov 2010 – Sep 2012 · 1 yr 10 mos · Whittier, CA

• Recruited and hired to participate within the Advanced Management Partner Program; an accelerated leadership program designed to expose senior management level partners, new to Cintas, to the key functional business units.
• Within 20 months of starting the AMP Program, I was promoted as the Western Region’s first female GM/Branch Manager and given full P&L responsibility for the sales, service, and garment stock room production of a ~$250K/wk rental location
• Achieved 2012 FY Peak Performer status (Top 15%), during the first year of my Service Management rotation
• As a Service Manager, I directly managed a team of 17 Service Sales Representatives (SSRs) who delivered world class service and more than $180K/wk in rental product to over 1700 business customers, within Metropolitan Las Vegas

Jan 2006 – Mar 2010 · 4 yrs 2 mos

• Directed a Collections Operations workforce of up to 350+ bargaining unit employees while providing coaching and strategic direction to three layers of management employees. Oversaw the servicing and liquidation of a $9.5B+ receivables portfolio, by developing highly effective loss mitigation strategies to limit credit risk and exposure to more than 475K retail customer accounts. Developed, monitored, and managed KPI measurements for continuous improvement of performance and productivity. Ensured the optimization of strategies and processes for effectiveness, efficiency and compliance. Presented Executive Leadership with bi-weekly updates of strategy assessment, performance to goal, and best practice sharing. Enforce compliance of FDCPA, FCRA, and other collection regulations. Fortified effective labor relations with the Center’s local UAW chair and stewards.
• Ranked #1 of 8 Business Centers in loss budget management for both 2008 and 2009 calendar years
• In 2009, performed 20% better than the loss budget plan to contribute more than $11.7M back to the bottom line
• For year 2008, led the only Collections Business Center (GLBC) to outperform 2006 and 2007 YE delinquency metrics, despite the territory’s record high unemployment rate (MI & OH)
• Worked directly with Contact Center Director to generate $900K in savings by removing redundancies of 19 employees
• Contributed to the realization of $200K in cost savings by providing quantitative analysis and recommendations to the Center Director and H.R. Manager for use in negotiating 2008 UAW bargaining agreement
• Created a multifunctional employee database that served as a single source for coaching documentation, employee disciplinary action tracking, compliance auditing, customer complaint follow-up, and workforce/loss time trending
• Developed workforce analysis tools used in determining appropriate staffing levels based upon delinquency trends and optimal customer contact time

Jul 2003 – Jan 2006 · 2 yrs 6 mos

• Enriched the retail and wholesale relationships between Chrysler Financial and 30+ Chrysler franchise dealerships, throughout northeastern Ohio. Clearly communicated finance/insurance offerings to exceed sales objectives and dealer satisfaction. Provided financial statement analysis and consultation to suggest recommendations for overall profitability, market share increase, and lending standards compliance. Partnered with Chrysler Group District Managers to coordinate strategies to increase vehicle sales, contract volume, and market share. Provided written requests, recommendations, and credit reviews for dealership wholesale credit lines, real estate, capital and other loans.
• Managed a wholesale portfolio of in excess of $130 M and over $512M in retail acquisitions.
• Increased wholesale field stock by 8% and $22M, by acquiring 2 additional wholesale dealer accounts
• Increase retail penetration from 33% to 55% within the first year by building effective relationships, acquiring new wholesale business and providing thorough training and education on CF's products and services. Retail penetration catapulted to 73% by the end of year two.
• Dramatically increased the territory’s lease penetration by 115% by educating and training dealership personnel in the benefits of leasing and overcoming customer objections
• Received Chrysler Financial “Top Performers” Award in 2004 & 2005 for outstanding performance
• Received Executive Cheers Recognition Award for developing a standardized comprehensive dealer analysis/consultation tool that reinforced Chrysler Financial’s Value Proposition
• Facilitated over 1000 sales meetings, presentations, seminars and training sessions in order to sell the benefit of the company's products and services over the competition.
• Developed Retail and Dealer Credit training aides that reduced employee training time by 20%
• Hand selected to participate in the Accelerated Retail Credit and Dealer Credit Analyst programs

Dec 2001 – Jul 2003 · 1 yr 7 mos

• Managed the business relationships between nearly 500 General Motors dealerships, GM Fleet & Commercial, Medium Duty Truck, and GMAC Commercial Services via telephone, e-mail and face-to-face contact. Identified, qualified, pursued and closed new commercial finance business in MI & IN. Collaborated with the General Motors Truck staff to conduct bi-weekly commercial finance training classes for dealership personnel.
• Recognized by Vice President for consistently outperforming my peer group and exceeding the established goals and objectives

Aug 2000 – Nov 2001 · 1 yr 3 mos

• Acted as the Business Process Liaison to the Information Systems & Services Staff. Served as project lead by writing and performing business requirements gathering and analysis, providing formal project documentation sign-off for sales systems enhancements and approving user acceptance test plans for changes to sales reporting systems.

Jan 1999 – Aug 2000 · 1 yr 7 mos

• Actively consulted with dealership owners and key managers to develop and execute business plans to maximize sales, market share, profitability, and CSI. Analyzed dealer, local market, and competition sales/registration data to identify specific brand opportunities. Forecasted and allocated vehicle inventory to GM franchise dealerships. Collaborated with dealership Sales Managers to execute local/regional sales tactics outlined in the dealer business plan. Partnered with GMAC Finance, AC Delco Parts, and GM Service representatives to guarantee a seamless delivery of GM products to General Motors franchise dealership. Counseled dealers on developing impactful advertising and sales promotions.
• Increased vehicle sales by 25% (10 points better than the regional average) in N. Syracuse territory, by modifying and implementing the territory’s vehicle sales and distribution strategy
• Consistently led the Northeast Region in sales objective attainment and year over year market share increase (4.9%)
• Improved the territory’s Customer Purchase and Deliver Satisfaction “Q14” 12-month Top Box score by 2.2 percentage points from Jan. 1999 to March 2000, compared to the NE Region’s 0.9% increase
• Identified sales and marketing opportunities that led to marked increased in service and parts revenue for dealerships

Mar 1998 – Dec 1998 · 9 mos

• Tele-managed all areas of sales operations for 105 Cadillac Dealerships in the Central and Northeast Regions. Monitored dealership inventory to ensure effective use of CXD distribution system to maintain adequate inventory levels and product representation. Conducted inventory analysis and developed action plans for the movement of aged inventory. Developed reports analyzing the sales profitability, customer satisfaction and marketing/advertising performance of each individual dealership to target areas of growth and opportunity.
• Simultaneously, transformed two lower quartile districts into two of Cadillac’s top performing districts
• Recipient of Cadillac’s Achievers Program award for outstanding achievement in 1998
• Attained the highest percentage of sales objective for 7 of 9 months

Mar 1996 – Mar 1998 · 2 yrs

• Held various positions as a contract employee on the General Motors account, prior to being hand selected as a District Sales Manager for Cadillac's Dealer Business Center. As a result of delivering top performance and consistently exceeding targets, I was hired as a permanent employee for General Motors' field sales organization in March 1998.
• Other positions held as a contract employee include: Customer Service Representative • Reporting Analyst • Sales Support Analyst
• Formed, executed, and resided as the Chair for the Dealer Business Center Action Committee, geared toward developing and enforcing consistent processes and obtaining continuous improvement training for the Specialists within the Center
• Created, maintained, and provided training for a new call tracking system, “Call Trax,” which gave Specialists the ability to document their daily calls while also providing management with a means to monitor daily productivity and progression
• Sought out to assist in the development of a tracking system to meet the specific needs of the DBC’s Inbound Service Team
• Constructed the new IVR system’s routing tables for use in funneling incoming calls to the appropriate DBC Proactive District Sales or Service Manager
• On own initiative developed reporting measures to provide senior leadership with daily analysis of individual and center-wide cases Status Performance Statistics for N.A.O. Dealer Business Center
• Forged a new process whereby, I extracted data from the company’s mainframe system into a Microsoft Access database in order to research and analyze sales production, logistics, and distribution files for trends, forecasting, and create proposals for improvement