Alexander Gaheton

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  <ul> <li>Operations Management Responsibilities:</li> <li>Supervised a cross-functional team of over 40, including field technicians, logistics personnel, and customer service agents.</li> <li>Developed and implemented SOPs that improved field installation efficiency by 30%.</li> <li>Managed nationwide GPS device deployments for fleet clients, coordinating logistics, and resource allocation.</li> <li>Maintained service-level agreements (SLAs) with clients, ensuring a 95%+ client satisfaction rate.</li> <li>Monitored and managed the inventory of GPS tracking devices and installation equipment.</li> <li>Generated and presented monthly operational performance reports to executive leadership.</li> <li>IT Management Responsibilities:</li> <li>Led the administration and technical maintenance of the Nsoroma GPS tracking platform (web and mobile).</li> <li>Oversaw server infrastructure, software updates, and data security across internal systems.</li> <li>Integrated third-party APIs into the company’s GPS platform for enhanced client reporting.</li> <li>Provided tier-2 technical support for software and hardware issues, reducing resolution time by 40%.</li> <li>Implemented cybersecurity protocols and backup solutions to secure client data.</li> <li>Researched and deployed new GPS hardware models, reducing device failure rates by 25%.</li> </ul> at NSOROMA GPS LTD<ul> <li>Operations Management Responsibilities:</li> <li>Supervised a cross-functional team of over 40, including field technicians, logistics personnel, and customer service agents.</li> <li>Developed and implemented SOPs that improved field installation efficiency by 30%.</li> <li>Managed nationwide GPS device deployments for fleet clients, coordinating logistics, and resource allocation.</li> <li>Maintained service-level agreements (SLAs) with clients, ensuring a 95%+ client satisfaction rate.</li> <li>Monitored and managed the inventory of GPS tracking devices and installation equipment.</li> <li>Generated and presented monthly operational performance reports to executive leadership.</li> <li>IT Management Responsibilities:</li> <li>Led the administration and technical maintenance of the Nsoroma GPS tracking platform (web and mobile).</li> <li>Oversaw server infrastructure, software updates, and data security across internal systems.</li> <li>Integrated third-party APIs into the company’s GPS platform for enhanced client reporting.</li> <li>Provided tier-2 technical support for software and hardware issues, reducing resolution time by 40%.</li> <li>Implemented cybersecurity protocols and backup solutions to secure client data.</li> <li>Researched and deployed new GPS hardware models, reducing device failure rates by 25%.</li> </ul> at NSOROMA GPS LTD

• Brad MitchellBrad Mitchell

  <ul><li>Manage three separate teams for which their scope includes middle office support for the client relations community including known population remediations, complex reporting as well as a business manager team executing on efficiencies and development opportunities (eleven individuals both domestic and overseas contingent workers). 13 years of Institutional Relationship experience, 7 of those involving people management</li><li>Currently own and assist with facilitating the client relation pieces of various Management Action Plans (MAP) and internal audits within Revenue Credit Account (RCA) and Service Level Agreement (SLA) areas</li><li>In February 2024 released the first Salesforce Intake system at TIAA after five years of development and advocacy. This build has been noted as the blue print for all future case management intake systems within Salesforce at TIAA providing efficiency and ease for the user while reducing risk for the company</li><li>Worked on advancements and efficiencies within the Service Level Agreement process including salesforce automation. Implemented continuous improvement projects which reduced specific quarterly reporting tasks from days to minutes as well as the inception of a single budget code to pull penalties from rather than dozens of different budget codes</li><li>Through partnership with operations, updated the standard operating procedures for Client Service Managers concerning non bulk Lost Earning Calculations in 2021 to be submitted primary through plan focus unless through special exception. This reduced volumes for my team around lost earning calculations by 22% compared to the year prior while providing a more seamless and straight through process for the external clients</li><li>Continue working through obstacles, avoid duplication of efforts between client relations and other support team within different departments while creating synergy towards “working as one”</li><li>Advanced public speaking skills presenting both in person and virtually to groups as small as senior leadership to hundreds of employees on various forums</li></ul> at TIAA<ul><li>Manage three separate teams for which their scope includes middle office support for the client relations community including known population remediations, complex reporting as well as a business manager team executing on efficiencies and development opportunities (eleven individuals both domestic and overseas contingent workers). 13 years of Institutional Relationship experience, 7 of those involving people management</li><li>Currently own and assist with facilitating the client relation pieces of various Management Action Plans (MAP) and internal audits within Revenue Credit Account (RCA) and Service Level Agreement (SLA) areas</li><li>In February 2024 released the first Salesforce Intake system at TIAA after five years of development and advocacy. This build has been noted as the blue print for all future case management intake systems within Salesforce at TIAA providing efficiency and ease for the user while reducing risk for the company</li><li>Worked on advancements and efficiencies within the Service Level Agreement process including salesforce automation. Implemented continuous improvement projects which reduced specific quarterly reporting tasks from days to minutes as well as the inception of a single budget code to pull penalties from rather than dozens of different budget codes</li><li>Through partnership with operations, updated the standard operating procedures for Client Service Managers concerning non bulk Lost Earning Calculations in 2021 to be submitted primary through plan focus unless through special exception. This reduced volumes for my team around lost earning calculations by 22% compared to the year prior while providing a more seamless and straight through process for the external clients</li><li>Continue working through obstacles, avoid duplication of efforts between client relations and other support team within different departments while creating synergy towards “working as one”</li><li>Advanced public speaking skills presenting both in person and virtually to groups as small as senior leadership to hundreds of employees on various forums</li></ul> at TIAA