Provide operations risk support to offices in the field. Included are managing and monitoring account risk metrics and leading assigned field offices and accounts with loss prevention, mitigation and recovery. Train and mentor personnel in the field within the scope of operations risk management. Currently charged with the oversight of the Florida region, Rental and Corporate branches and all accounts with $2M+ credit lines and training new collection managers.
The Director supervised five Risk Account Managers (RAM) and the field office collectors (CPR) and oversaw the establishment of risk prevention processes and procedures from the corporate level to the branch level. Between June 2007 and December 2007 delinquency fell from a rolling average of 5.5% to 4%.
The Operations VP provides leadership, direction and accountability for field operations of the Eastern Division of AFC. The division consisted of about 200 employees ranging from Regional Managers to Branch Assistants comprising 41 offices. Specific areas of responsibility included business and product development, sales growth, collection analysis and response, training/career development, credit committee, IT steering committee and other Senior Management initiatives.
Oversaw all training and execution of collection, loss prevention and delinquency aspects of 38 offices. Setup relationships with local counsel throughout North America and traveled to large potential loss sites to assess and assist. I initiated several innovative collection, delinquency and write-off reports utilizing the operating system's database and program manual reports. As SCM I was instrumental in creating and instituting an operational culture change in the field to handle delinquency/collections through loss prevention rather than exclusively reactionary measures.
Managed the field operations of 11 AFC offices in the Northeast U.S. Prospected Northeast market to establish new relationships with independent auctions and open offices in the facilities or negotiate a servicing agreement to provide AFC funding at the auction site. Through the auction relationships and marketing efforts sales success was achieved in gaining clients and a larger, more profitable portfolio. During 1998 - 2000 I served as a field advisory leader for the development and programming of AFC 's first complete floor planning operating system (COSMOS).
Responsible for all operational and production functions of the AFC Cleveland branch (3 staff personnel). Upon arrival the portfolio was distressed with 50% delinquency and several unattended default situations. Dealer controls and expectations were implemented and recovery and mitigations efforts were organized resulting in a growth office by June 1996.
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