RYAN A. ALEXANDER

Oversee the operational functions related to warranty service administration, claims processing, product, cost control, marketing, sales and customer satisfaction. Responsible for ensuring the efficiency and profitability of the warranty business while maintaining a high level of service quality for 9 million active customers.

• Improve long-term profitability by implementing best in class claims handling process to improve leakage by 3MM annually.
• Championed a culture of continuous improvement, fostering collaboration between departments for optimal operational results.
• Streamlined company processes and procedures while enhancing customer satisfaction resulting in double digit improvement in NPS scores in first 6 months.
• Enhanced company growth by identifying new market opportunities and developing expansion strategies for internal dealers.
• Established strong partnerships with external stakeholders to enhance corporate reputation.
• Spearheaded design and implementation of claims control systems for various clients resulting in 500K annual savings.

Led Sears In Home Repair business across the continental United States, Hawaii and Puerto Rico as the country's largest appliance repair organization. Provide leadership for 3500 employees with a payroll of 200MM.

• Privileged to service over 70k households weekly and generate over 800MM in annual revenue in direct to consumer and B2B business
• Oversee field technicians, capacity operations, system integrations, fleet management, B2B relationships, recruiting and marketing ventures
• Restructured operations resulting in 25% reduction in labor expenses with consolidation of departments and implementation of a new field operational structure
• Improved performance by completing 3900 more repairs per week with a revamped capacity process based on new baselines for job durations and adjusted Technician efficiency settings
• Reorganization of fleet resulting in $5MM in immediate cash flow and $639k annual savings
• Creation of Parts Prediction Model decreasing trips per repair and parts order accuracy resulting in estimated operational savings of $200MM annually
• Implemented Demand Driven Calculator to rank employee productivity to allow for prioritization of workloads resulting in a 21% increase in attempts per Technician in low performing markets
• Installed new P&L format that focuses on payroll, parts and replacements resulting in 50% EBITDA improvement

Provide Oversight of claims operations for Automotive, Consumer and Furniture business functions across three facilities and two continents for the World's largest warranty company.

• Train, mentor and guide 600 employees within automotive, consumer products and furniture divisions
• Responsible for ULAE and $500MM P&L budget
• Oversee direct marketing and warranty renewal program generating $12MM in annual revenue
• Manage insurance carrier relationships, communicating with underwriters and serving as the business lead on contract negotiations
• Cut consumer warranty labor operations expenses by 50% with shift of consumer and furniture filing to third-party resources
• Improved average speed-to-answer 250%, from over 20 minutes down to 30 seconds
• Reduced claims leakage by 60% by putting a new audit team and process in place for monitoring adjudication
• The automotive warranty operation received a 98% pass rate with the consumer business following at 97%
• Shrank volume of repeat call center inquiries 50% with introduction of consumer portal for online access to claim status

• Recruited to turnaround operations by bringing the call center function back in-house
• Oversaw ground-up build and launch of a state-of-the-art facility
• Recruited, hired, supervised and trained staff of 74 associates producing $7M+ annual sales
• Managed P&L budget, created strategic business plans and reported call center results to the CEO on a monthly basis
• Tripled call volume with expanded product portfolio
• Doubled productivity of call center agents with the addition of an online chat feature
• Established call quality program by engaging a third-party auditor to obtain more accurate scores
• Partnered with the marketing team to develop email templates and mass email strategy

• Hired to build call center function from the ground up and formalize approach to prospecting for wealth management clients
• Recruited, developed and led 100-member team
• Created and implemented New Hire training curriculum and professional development programs
• Managed P&L budget and call center expenses
• Catapulted the number of scheduled advising sessions with Fortune 500 prospects from 35 to 400 annually
• Raised quality scores from 60% to 90% average with new call scripts
• Launched dialer strategy based on market trends which doubled the number of financial advisor workshop attendees
• Established best practices to scale for call center operations

• Progressed through increasing responsibility in leadership roles
• Managed front end, loss mitigation, inactive bankruptcy, service, virtual and offshore portfolios
• Supervised team of call center managers, loan specialists and loss mitigation and collection analysts
• Provided oversight of the mortgage borrower evaluation process to verify eligibility for loan modifications
• Minimize reputational risk on 4,300+ high exposure loans totaling $118MM+ per month
• Improved loan review performance by 40% with new process for expediting account reviews
• Responsible for leadership of The Home Depot Credit Card Portfolio with focus on collections
• Implemented the TAP program, Talent Acceleration Program that was the foundation for all internal promotions