LYNN SHOREY

• Work directly with processing vendor to identify key initiatives and introduce efficiency with current processes.
• Led effort to move 800+ users to new CRM tool.
• Created billing approval dashboard for comprehensive view of vendor invoices; created ability to better analyze dollars spent.
• Resolve multiple escalations with partner vendor regarding implementations, disputes, operations, etc.

• Led team of 12 Operational Service Executives who had portfolio of key and strategic clients.
• Coached and mentored, partner team members together for cross-training opportunities and conduct hiring interviews.
• Escalated large issues with other departments and led remediation efforts.
• Created custom reporting out of CRM tool to aid in monitoring performance and identify common client issues.
• Evaluated personnel workloads to support capacity planning, adjusting service call scheduling according to available staff.

Oversaw two different functional groups: an analyst team comprised of business Analysts and a Client Service Team with 6 managers

• Drove to reduce client-to-rep ratio in order to better service client base.
• Active participant in retaining several of FIS’ most challenging and valuable clients.
• Participated in various projects such as Military Lending Act, Tokenization, and P2P App.
• Restructured teams to ensure that managers and reps had equal numbers and complexity of clients and staff.
• Conduct QBRs and Operational reviews onsite.

• Oversaw team of Business Analysts who acted as SMEs and helpdesk for reported issues, created custom reporting out of data warehouse.
• Created automated billing process for custom work completed by BAs, resulting in over $750,000 in annual revenue.
• Added qualitative measures to mitigate errors and increase productivity, resulting in overall productivity increase of 133% in first year and 49% in second year.
• Produced over 2000 custom client reports over last two years that analyzed means for improving organic growth and for establishing risk reporting to mitigate fraud loss.
• Refocused team duties to facilitate 2000 hours of UAT testing and 2500 hours in 2014 for system enhancements and Visa/MasterCard regulatory releases using both Agile and Waterfall testing methods.
• Transitioned 300 work hours per month from administrative team to automated functions, and revised reporting duties, yielding additional $5,000 in monthly revenue.

• Entrusted with oversight of firm’s most sensitive and profitable client base through leadership of exempt financial professionals in client relationship management
• Trained staff in systems, and data mining for daily operations
• Provided training across several subjects in conducting client acquisition, resulting in a 95% increase in client base
• Performed status calls and visited clients to conduct discovery sessions and determine service needs, and trained on FIS platforms