To direct and lead key facets of business operations, significantly enhancing quality control and performance accountability for quality assurance and customer service.
ROBERT JONES, CRP
DIRECTOR OF CONSTRUCTION/CUSTOMER SERVICES
Quality Assurance / Budget Management / P&L / Purchasing / Organizational Turnarounds
Cost Control / Change Management / Training and Education / Team Building
Entrepreneurial Spirit / Strong Work Ethic / Caring / Excellent Communicator
Directed key facets of business operations, significantly enhancing quality control and performance accountability for quality assurance and customer service-based businesses. Designed and executed reorganization strategies, producing process improvements and increased operational efficiencies. Created customer service training programs and employee incentive programs, which increased morale, customer satisfaction and profitability.
• Reduced customer service response time at Grayson Homes 33%, increasing profitability and growth.
• Saved Grayson Homes 50% of customer service budget.
• Created and executed groundbreaking internal cross-training program at Grayson Homes, leading to an increase in customer knowledge and satisfaction, and measured improvements in quality assurance.
• Reorganized customer service department at Bob Ward Companies, resulting in a 90% improvement.
Key Skills: Proven success as change agent, customer service specialist, and quality control director. Ability to manage innovative programs that streamline operations. Results oriented, resourceful and direct when addressing problems and performing against tight deadlines. Hands-on management style. Accomplished instructor and coach.
MA, Michigan State University. BA, Communications, St. Bonaventure University. Director Designation, Customer Relations Professional (CRP). Board of Directors, Harford North Stars Hockey Association.
SELECTED ACCOMPLISHMENTS
-- Reduced Grayson Homes’ customer service response by 33%. Organization wanted to streamline customer service response times. Conducted analysis and identified opportunity for process improvements, including employee training and incentive programs. Developed bonus program to reward employee success through customer satisfaction.
-- Developed internal cross-training program at Grayson Homes to increase levels of quality and service. Ownership desired training program that would ensure all employees were on the same page regarding customer service. Conceived and promoted comprehensive “University-like†training program to motivate and educate staff across all departments. Results were immediate, increasing company awareness and employee satisfaction to 100%.
-- Saved Grayson Homes 50% of annual customer service budget. Company wanted to lower budget for home warranty program without damaging customer relationships. Researched vendor partnerships and tracked all service expenditures for 24 months. Assessed and identified improvement initiatives that drove progress with quality, service delivery and increased customer satisfaction at significantly lower annual cost.
-- Complete reorganization of service department at Bob Ward Companies, resulting in a 90% improvement. Company faced backlog of 5,000 service requests. Implemented new policies and procedures to improve service delivery and customer care. Revamped communication protocols, performance metrics, and incentive programs. Redefined department goals, and recruited and hired new staff. Resulted in backlog reduction from 5,000 to 500.
CAREER HISTORY
Director of Quality Assurance and Customer Services, Grayson Homes ($10M production builder), 2005 to 2008. Directed all aspects of quality assurance and customer care programs. Managed staff of 15 and provided oversight of operations, including P&L, vendor performance, warranty administration and customer satisfaction.
Customer Service Manager, Bob Ward Companies ($8M construction firm), 2002 to 2004. Led operational restructuring and turnaround of Customer Service Department. Reestablished policies and procedures, positively affecting consumer base. Adjusted budget to ensure compliance with mission statement and customer care expectations. Changed makeup of staff to accommodate volume of work generated by service backlog.
Director of Operations, Robert R. Jones Homes, Inc. ($3-6M custom home builder), 1991 to 2002. Progressive upward management promotions during 11-year tenure, including: Director of Purchasing, Director of Sales and Marketing, Director of Construction and Customer Services, and Project and Development Manager.
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