JEFF MCELROY
218 South Silver Street
Lamoni, IA 50140
(641) 784-0040
PROFESSIONAL SUMMARY
Successful corporate management professional with an extensive background in establishing, implementing & improving new positions, teams & departments. Key focus on analysis, process development & teaching. Experience in the automotive, appliance & fenestration industries.
Significant strengths include:
• Process development • Decision maker
• Project management • Quick thinker
• Educator • Customer focused
• Profitability driver • Problem Resolution
EDUCATION & CONTINUING EDUCATION
M.B.A., Drake University, Des Moines, IA. 2001
Double Major B.A., Business Administration & Economics, Graceland University, Lamoni, IA. 1984
Respectful Work Environment, Basic Construction Terminology, Kaizen Leadership, Legal Documentation, High Impact Delivery, Drug Abuse & Recognition and Gung Ho Leadership.
Knowledgeable in Microsoft Word, Excel, Outlook, PowerPoint, Map Point & Visio. Also Page Maker & AutoSketch.
PROFESSIONAL EXPERIENCE
PELLA CORPORATION, Pella, IA 1997 - 2007
Field Service Manager 2000 - 2007
Created and managed the Field Product Service fulfillment process (over 750 service personnel) for all sales channels and both national and international customers. This included the field organization, coordination of the parts procurement process, and processes necessary to deliver service to the customer in a timely and quality manner.
• Developed & taught extensive training programs (regional, factory, on-line, video & on-site) for all distributors' field service positions to standardize a high quality service process for customers while improving efficiency for the service department.
• Improved current and developed new information technology systems for field service team.
• Drove record high customer satisfaction & reduced service costs (as a percent of sales) by 20% for service division by developing Optimal Service Process using activity based costing.
• Saved over $350,000 annually by implementing Pitney Bowes shipping system in all plants.
• Improved technician routing efficiency (saved $11,750/tech) by leading a team to test & purchase UPS RoadNet routing software & integrate it with existing field service scheduling system.
• Reduced wasted service trips by 33% due to wrong parts or need for additional product information by leading a team to develop Smart Script software that gave new service coordinators easy access to key information.
• Standardized Field Service appearance by developing a uniform that included clothing and picture ID badges.
• Developed annual Service Conference for entire field service organization enabling the exchange of best practices/processes between corporate & distributors as well as peer-to-peer.
• Drove project to raise importance of implementing unit ID on all products to enable accurate product identification to enable correct parts ordering.
• Negotiated a reduced standard rate for credit card transaction fees that saved distributors $800,000 in first year fees.
• Established and led new product launch team which ensured service literature, training (video, on-line, factory), computer parts systems, warehouse stock, and service personnel, etc. were in place prior to launch. GM stated that it was one of the most well thought out and executed new product launches in recent years and would be the benchmark for all new launches.
Manager Traditional Distribution Communication 1997 - 2000
Ensured proper customer service was provided to all customers including homeowners, contractors, attorneys, architects, internal customers, national account stores, and/or distributors. Managed team of Customer Service Specialists & team of Contact Center Representatives.
• Reduced problem job liability by 75% saving company $1million in first year by developing and leading a Legal/Risk Management Team.
• Drove improved product designs by leading quarterly meetings with executive staff, marketing & engineering to provide detailed product liability & service failure information.
• Dramatically reduced training time for new call center representatives in a growing call center by writing a decision tree call script that automated & simplified the phone process.
• Developed reports for the call centers which enabled analysis and improvement of processes.
• Reorganized call centers which improved ability to handle call volume while reducing abandoned calls.
• Wrote company's first out-of-warranty guidelines, reducing time spent resolving these issues.
DEXTER COMPANY, Fairfield, IA 1992 - 1997
Customer Support Manager 1992 - 1997
Managed customer service & support for more than 150 national and international customers. Coached & trained sales force, service managers & technicians on product updates, features & benefits and competitive advantages. Responsible for production line forecasting. Provided detailed input for design improvements on current and future products.
• Improved communications to the field by writing & supervising production of all sales & service training videos, sales & service literature and teaching on-site & factory seminars.
• Devised system and wrote comprehensive computer-based forecasting program to calculate monthly/quarterly/yearly production & purchasing requirements which reduced final goods inventory by 30% & improved assembly line efficiency by 20%.
• Led most successful show booths in company history by managing all details for national and international trade shows including booth design, product layout, electrical schematic, engineering modifications to products & communication with show sponsor.
• Organized & led product planning meetings and was instrumental in the design & development of new computerized control systems for commercial washers & dryers that reduced collection time in coin laundries by 90%.
THE MAYTAG COMPANY, Newton, IA 1984 - 1992
Commercial Division Service Manager 1990 - 1992
One of two member management team selected to lead the newly-formed Maytag Commercial Service Division for U.S. & Canada. Developed and implemented procedures, guidelines & policies, evaluated new products for ease-of-use (consumers) & serviceability (technicians), recommended design changes to meet Maytag standards, wrote service manuals & conducted training seminars for service managers, technicians & customers.
Division Service Manager 1988 - 1990
One of four member management team selected to improve Maytag Domestic Customer Service for U.S. & Canada. Evaluated and improved customer service at regional & national level. Developed and implemented internal communications system & procedures to ensure efficient, organized flow of information between Maytag Corporate & newly formed service division. Conducted training seminars with Regional & District Service Managers to evaluate progress & coach on the Maytag philosophy.
