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D bagley resume-dco

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David Bagley
David Bagley

David Bagley is an experienced leader with over 20 years of expertise in operations management, compliance, human resources, strategy, and business development. He has held roles at several large financial institutions and consulting firms, where he has led projects, teams, and business units. His experience includes developing business control models, metrics, and process improvements to facilitate regulatory changes and drive operational excellence.

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David Bagley 151 Live Oak Trail  Liberty Hill, TX 78642 512-920-7800  d.bagley@outlook.com  www.bagleyteam.com Director, Customer Operations Expert in Operations, Organization, and Strategy for the Enterprise Call Center and Finance Industries Energetic and proven Leader with over 20 years of expertise in administering successful initiatives in operations management, compliance/risk mitigation, human capital management, strategy, people/process/technology improvement, and business development. Recent accomplishments include developing a Business Control model for more than 7,000 Customer Relationship Managers at Bank of America to facilitate and manage the CFPB complaint resolution transformation excellence program and developing customer facing call center metrics (KPI’s) CORE COMPETENCIES Client Relationship Management  Operational and Financial Analysis  People/Process/Technology  Business Process Management  Program Management  Change Management  Process Improvement  Risk Analysis and Remediation  Conflict Resolution  Talent/Performance Management  Coaching and Mentoring  Regulations and Compliance  Strategic Planning  Call Center and Data Management  Process Automation  Auditing/Reporting  Sales  Project Logistics  Data Migration/Integration  Leadership EXPERIENCE AND ACHIEVEMENTS APEX SYSTEMS / PRINCETON INFORMATION, Austin, TX. 2011 – 2014 Apex and Princeton Information are technology/management-staffing firms focused on Fortune 500 clients. Senior Change Manager / Senior Project Manager  April 2011 – December 2014 Led various cross functional Audit, Risk Control, Process and Change Management software implementation and strategic initiative projects at Bank of America using Six Sigma/Waterfall/Agile methodologies. Managed up to 10 FTE’s, Vendors, and maintained/consulted on Servicing Business Models for over 25 SVP/VP’s.  Participated in 8 major regulatory / audit initiatives where I led / provided direct SVP/VP business support.  Developed over 45 new metrics and historical and trend reports for 10 business units to clarify and communicate key daily key performance indicators (KPI’s) and facilitated weekly roll up to Senior VP’s.  Reduced over $30M in operating loss by conducting root cause analysis and driving risk remediation / change management efforts.  Led assessments for risk, legal, compliance and aligned business directives by developing remediation plans for more than 30 technology and operations projects while remaining within budget.  Designed and developed custom reporting in a CRM business control model for more than 7,000 Customer Relationship Managers using Salesforce.com and lead analytics team to validate SaaS results.  Generated an immediate 4th -quarter savings of more than $10M to the general ledger by establishing process improvements that allow for tracking of loan-level details to loan maturity for balloon note.  Created a 100%-compliant process control to eliminate legal issues resulting from an error that impacted more than 30,000 borrowers per month, which saved more than $12M by reducing attorney general complaints and borrower/investor confusion.  Onboard, Train, and mentor Jr. Project Managers on moderating operational risk, compliance, change control strategy, and analytics reporting.  Facilitate meetings with executive management to define solutions and drive outcomes by effectively communicating gap opportunities and delivering results to top-level stakeholders at the company.  Maintain routine cadence with internal project teams to manage each project and ensure lessons learned are being shared throughout the line of business as well as validate results post UAT.  Establish compliance operational strategies by evaluating trends, establishing critical measurements, determining production, productivity, quality, and customer-service approach with . IRON HORSE PERFORMANCE CONSULTING, Austin, TX. 2009 – 2011 Director of Operations and Business Development  December 2009 – April 2011 Led strategy, automation, logistics, and customer service projects for the organization. Consulted for various clients on opportunity identification, process flow creation, and organizational efficiency for SVP/VP’s.  Automated virtual business management platform for startup client, including daily financial documentation and client database allowing for tracking and operational efficiency.
David Bagley Resume, Page 2 t Using predictive sales and marketing, improved supply chain practices for 10 clients by an average of 5%– 40% in areas such as logistics, controls, and contract negotiation. t Enhanced process for commodities to Vendor and improved GL ledger profit by 10%. t Adopt areas of ownership within the client’s scope for internal and external development of organizational objectives, processes, procedures, and methodologies to drive transformation excellence. MORGAN STANLEY, Fort Worth, TX. 2009 Morgan Stanley’s Saxon Mortgage Services manages loan payments and transactions for U.S. home loans. Sr. Project Manager (AVP HAMP Modification Processing)  May 2009 – December 2009 Implemented metrics and document management process design, completed SOX and internal audit review requests. Provided direct guidance on a MSP to LPS servicing system conversion to include data warehousing / data integrity and custom reporting. Bridged communication gap for Business to Technology. Managed 35 FTE’s for Pre and Post HAMP modification process. t Increased annual retention by $250K by creating an efficient business model for tracking HAMP modifications from conception through maturity to include key performance indicators and reporting. t Reduced vendor file turn time from 21 days to 1 day and saved $50K per month by implementing and negotiating the contract for a new vendor management program. t Improved the efficiency of a review process for $18M in Home Preservation funds to reduce loss by 164% through detailed evaluation and analysis on aged accounts. t Provision audit projects/process to ensure quality assurance checkpoints are supported and quality control objectives are maintained (SOX Audit / SOX Controls). t Develop reports for Senior Management on high-risk compliance issues, relevant developments, and action plan updates. t Work with Leadership to enhance internal processes that maximize success throughout all phases of the client life cycle. INDYMAC FEDERAL BANK, Austin, TX / Scottsdale, AZ 2005 – 2009 Indymac was a U.S. banking institution purchased by OneWest Bank in 2009. Loss Mitigation Servicing Manager / Customer Account Manager  March 2005 – May 2009 Managed Closing, Process Design / Improvement, Fulfillment, Customer Outreach, IVR/Dialer, Collections, and Audit teams for Home Loan Servicing with over $200M modifications per month. Directed teams responsible for performing tasks such as quality control, reporting analytics, inventory tracking, payments, research, workforce planning, and process validation testing. Maintained $80-90M in monthly sales transactions to help and maintain Wholesale client relationships ensuring customer satisfaction and retention. Direct manager for over 100 Call Center FTE’s that drive positive results for the Bank. t Escalation point of contact for Legal, Third Party Vendor’s, Office of the Treasury, and Federal Regulators. t Received HLS Award for management retention strategy and enterprise-wide contributions. t Developed / Implemented employee performance metrics for effective enterprise-wide leadership of coaching and team development, yielding a 65% improvement in customer interaction metrics and a 15% reduction in service time. t Delivered strategic application of Advanced Performance Management Program (APMP) designed for effective enterprise-wide leadership of coaching and team development through ‘scorecard’ / metric measurement and call quality measurement key performance indicators (KPI’s). t Managed outbound dialing/skip-trace team to include 100% ownership and development of programs for 70 Agents in the Collections Call Center to improve right party contact (RONA) data integrity by up to 30%. t Saved $2M annually by implementing a process improvement for pre-foreclosure tracking that eliminated erroneous third-party sales. t Developed a “Pay for Performance” plan that increased FTE productivity to 93%. t Managed account and customer escalations; facilitate on-site client meetings; articulate issues and provide resolution options clearly and concisely to Sr. Executives. t Increased target number and speed of completed loan modifications by 180% by setting pre-validation process and implementation guidelines for FDIC loan modification program. t Work with Enterprise SVP’s and Internal Line of Business Managers to identify project risks and resource gaps; develop and refine action plans to mitigate risk. t Review project success criteria ensuring stakeholder alignment and long term business impact. t Maintained client accounts for 7 States while processing an average of 88 million in monthly sales transactions while maintaining 99% service levels and 100% customer loyalty using Salesforce.com. t Provide leadership across a portfolio of accounts with concentration on Client & Team Success, Respect, Process Integrity, Results Orientation, and Customer Satisfaction. ANGEL FIRE WATER COMPANY, LLC Angel Fire, NM 2001 – 2005 Angel Fire Water delivers alternative bottled water products for health purposes. VP of Operations (Human Resources, Sales, and Business Management)  May 2001 – March 2005
David Bagley Resume, Page 3 Designed and managed manufacturing operations, B2B sales initiatives, corporate communications, contract negotiation, vendor management, cost center and budget forecast, HR, and product-to-market strategies. t Held consumable supply to under 1% loss through vendor relationship management. t Devised sales and marketing strategy that increased revenue 100% annually for 5 years. t Collaborate with sales during the presales stage to research and understand client business challenges and drive towards value added solutions by providing a value proposition during contract negotiations. AFW VP of Operations, Sales, and Business Development continued. t Work with sales and delivery at early stages of project life cycle to ensure project is set up for success. t Help build Practice by establishing processes, procedures, and templates for pre-sales through delivery while supporting Sales team in a direct support capacity. t Identify cross-sell and upsell opportunities by understanding the client’s business requirements, analyzing and presenting strategic solutions that align with their needs; enable Sales team to respond to client's future business strategy and organizational change management needs. t Help build Practice by establishing processes, procedures, and templates for pre-sales through delivery while supporting Sales team in a direct support capacity. t Serve as the primary Business Development interface from initial implementation to development of the final Sales team. t Maintained all HR requirements and managed the human capital investment for the firm. t Acting CEO and Plant Operations Manager as needed. SUPPLEMENTAL ACCOMPLISHMENTS ADVANCED INTERACTIVE SYSTEMS, Denver, CO. Deployed over 600 TSA personnel for the Department of Defense during OJT in a 3-week roll out. Developed follow up training for after deployment validation. RELERA INTERNET DATA CENTERS, Denver, CO. Developed “Customer Solutions and Interaction” training program for customer facing and back-shop data center Engineers. CEDANT/AVIS, Denver, CO. Maintained staffing levels and HR readiness at Denver International Airport and satellite locations within 9% of budget. SEARS, Denton, TX. Awarded HR Manager of the Year among 803 store locations. EDUCATION AND TECHNICAL PROFICIENCIES Master of Science, Human Resources and Business, Amberton University, Garland, TX, 2015 Bachelor of Applied Arts and Sciences, University of North Texas, Denton, TX, 1996 Six Sigma Green Belt PMP Certification ♦ Enterprise/Cloud Applications: SIEBEL, SalesForce (CRM), AS/400, COGNOS, Documentum, MSP, LPS, KRONOS, Microsoft Dynamics ♦ Tools: MS Project, HP Quality Center, Remedy, VISIO, WebEx, MS Office, PEGA, SharePoint, Discovery ♦ System Development Methodologies: Standard Waterfall, Agile, DMAIC, SDLC, CQI, FMEA ♦ Server/Network/Databases: Design, Installation, configurations, production support ♦ Mergers and Acquisitions: Database Systems Integration resulting from site expansion or acquisitions ♦ Reporting: Operational Data Store, Data Marts, Report generation, Remedy, Crystal Reporting, ERP ♦ PBX/Call Center Operations: Inbound/Outbound Call Management, Warm/Cold call transfers, Skip Trace, IVR / Dialer Management, Payment Processing, CISCO, SAP, Contract Negotiations, Vendor Management PROFESSIONAL AND COMMUNITY AFFILIATIONS Board of Directors, Angel Fire Water Company, 2000 – 2015 Member, American Management Association, 2008 – Present Member, Angel Fire, NM Chamber of Commerce, 2001 – 2005

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D bagley resume-dco

  • 1. David Bagley 151 Live Oak Trail  Liberty Hill, TX 78642 512-920-7800  d.bagley@outlook.com  www.bagleyteam.com Director, Customer Operations Expert in Operations, Organization, and Strategy for the Enterprise Call Center and Finance Industries Energetic and proven Leader with over 20 years of expertise in administering successful initiatives in operations management, compliance/risk mitigation, human capital management, strategy, people/process/technology improvement, and business development. Recent accomplishments include developing a Business Control model for more than 7,000 Customer Relationship Managers at Bank of America to facilitate and manage the CFPB complaint resolution transformation excellence program and developing customer facing call center metrics (KPI’s) CORE COMPETENCIES Client Relationship Management  Operational and Financial Analysis  People/Process/Technology  Business Process Management  Program Management  Change Management  Process Improvement  Risk Analysis and Remediation  Conflict Resolution  Talent/Performance Management  Coaching and Mentoring  Regulations and Compliance  Strategic Planning  Call Center and Data Management  Process Automation  Auditing/Reporting  Sales  Project Logistics  Data Migration/Integration  Leadership EXPERIENCE AND ACHIEVEMENTS APEX SYSTEMS / PRINCETON INFORMATION, Austin, TX. 2011 – 2014 Apex and Princeton Information are technology/management-staffing firms focused on Fortune 500 clients. Senior Change Manager / Senior Project Manager  April 2011 – December 2014 Led various cross functional Audit, Risk Control, Process and Change Management software implementation and strategic initiative projects at Bank of America using Six Sigma/Waterfall/Agile methodologies. Managed up to 10 FTE’s, Vendors, and maintained/consulted on Servicing Business Models for over 25 SVP/VP’s.  Participated in 8 major regulatory / audit initiatives where I led / provided direct SVP/VP business support.  Developed over 45 new metrics and historical and trend reports for 10 business units to clarify and communicate key daily key performance indicators (KPI’s) and facilitated weekly roll up to Senior VP’s.  Reduced over $30M in operating loss by conducting root cause analysis and driving risk remediation / change management efforts.  Led assessments for risk, legal, compliance and aligned business directives by developing remediation plans for more than 30 technology and operations projects while remaining within budget.  Designed and developed custom reporting in a CRM business control model for more than 7,000 Customer Relationship Managers using Salesforce.com and lead analytics team to validate SaaS results.  Generated an immediate 4th -quarter savings of more than $10M to the general ledger by establishing process improvements that allow for tracking of loan-level details to loan maturity for balloon note.  Created a 100%-compliant process control to eliminate legal issues resulting from an error that impacted more than 30,000 borrowers per month, which saved more than $12M by reducing attorney general complaints and borrower/investor confusion.  Onboard, Train, and mentor Jr. Project Managers on moderating operational risk, compliance, change control strategy, and analytics reporting.  Facilitate meetings with executive management to define solutions and drive outcomes by effectively communicating gap opportunities and delivering results to top-level stakeholders at the company.  Maintain routine cadence with internal project teams to manage each project and ensure lessons learned are being shared throughout the line of business as well as validate results post UAT.  Establish compliance operational strategies by evaluating trends, establishing critical measurements, determining production, productivity, quality, and customer-service approach with . IRON HORSE PERFORMANCE CONSULTING, Austin, TX. 2009 – 2011 Director of Operations and Business Development  December 2009 – April 2011 Led strategy, automation, logistics, and customer service projects for the organization. Consulted for various clients on opportunity identification, process flow creation, and organizational efficiency for SVP/VP’s.  Automated virtual business management platform for startup client, including daily financial documentation and client database allowing for tracking and operational efficiency.
  • 2. David Bagley Resume, Page 2 t Using predictive sales and marketing, improved supply chain practices for 10 clients by an average of 5%– 40% in areas such as logistics, controls, and contract negotiation. t Enhanced process for commodities to Vendor and improved GL ledger profit by 10%. t Adopt areas of ownership within the client’s scope for internal and external development of organizational objectives, processes, procedures, and methodologies to drive transformation excellence. MORGAN STANLEY, Fort Worth, TX. 2009 Morgan Stanley’s Saxon Mortgage Services manages loan payments and transactions for U.S. home loans. Sr. Project Manager (AVP HAMP Modification Processing)  May 2009 – December 2009 Implemented metrics and document management process design, completed SOX and internal audit review requests. Provided direct guidance on a MSP to LPS servicing system conversion to include data warehousing / data integrity and custom reporting. Bridged communication gap for Business to Technology. Managed 35 FTE’s for Pre and Post HAMP modification process. t Increased annual retention by $250K by creating an efficient business model for tracking HAMP modifications from conception through maturity to include key performance indicators and reporting. t Reduced vendor file turn time from 21 days to 1 day and saved $50K per month by implementing and negotiating the contract for a new vendor management program. t Improved the efficiency of a review process for $18M in Home Preservation funds to reduce loss by 164% through detailed evaluation and analysis on aged accounts. t Provision audit projects/process to ensure quality assurance checkpoints are supported and quality control objectives are maintained (SOX Audit / SOX Controls). t Develop reports for Senior Management on high-risk compliance issues, relevant developments, and action plan updates. t Work with Leadership to enhance internal processes that maximize success throughout all phases of the client life cycle. INDYMAC FEDERAL BANK, Austin, TX / Scottsdale, AZ 2005 – 2009 Indymac was a U.S. banking institution purchased by OneWest Bank in 2009. Loss Mitigation Servicing Manager / Customer Account Manager  March 2005 – May 2009 Managed Closing, Process Design / Improvement, Fulfillment, Customer Outreach, IVR/Dialer, Collections, and Audit teams for Home Loan Servicing with over $200M modifications per month. Directed teams responsible for performing tasks such as quality control, reporting analytics, inventory tracking, payments, research, workforce planning, and process validation testing. Maintained $80-90M in monthly sales transactions to help and maintain Wholesale client relationships ensuring customer satisfaction and retention. Direct manager for over 100 Call Center FTE’s that drive positive results for the Bank. t Escalation point of contact for Legal, Third Party Vendor’s, Office of the Treasury, and Federal Regulators. t Received HLS Award for management retention strategy and enterprise-wide contributions. t Developed / Implemented employee performance metrics for effective enterprise-wide leadership of coaching and team development, yielding a 65% improvement in customer interaction metrics and a 15% reduction in service time. t Delivered strategic application of Advanced Performance Management Program (APMP) designed for effective enterprise-wide leadership of coaching and team development through ‘scorecard’ / metric measurement and call quality measurement key performance indicators (KPI’s). t Managed outbound dialing/skip-trace team to include 100% ownership and development of programs for 70 Agents in the Collections Call Center to improve right party contact (RONA) data integrity by up to 30%. t Saved $2M annually by implementing a process improvement for pre-foreclosure tracking that eliminated erroneous third-party sales. t Developed a “Pay for Performance” plan that increased FTE productivity to 93%. t Managed account and customer escalations; facilitate on-site client meetings; articulate issues and provide resolution options clearly and concisely to Sr. Executives. t Increased target number and speed of completed loan modifications by 180% by setting pre-validation process and implementation guidelines for FDIC loan modification program. t Work with Enterprise SVP’s and Internal Line of Business Managers to identify project risks and resource gaps; develop and refine action plans to mitigate risk. t Review project success criteria ensuring stakeholder alignment and long term business impact. t Maintained client accounts for 7 States while processing an average of 88 million in monthly sales transactions while maintaining 99% service levels and 100% customer loyalty using Salesforce.com. t Provide leadership across a portfolio of accounts with concentration on Client & Team Success, Respect, Process Integrity, Results Orientation, and Customer Satisfaction. ANGEL FIRE WATER COMPANY, LLC Angel Fire, NM 2001 – 2005 Angel Fire Water delivers alternative bottled water products for health purposes. VP of Operations (Human Resources, Sales, and Business Management)  May 2001 – March 2005
  • 3. David Bagley Resume, Page 3 Designed and managed manufacturing operations, B2B sales initiatives, corporate communications, contract negotiation, vendor management, cost center and budget forecast, HR, and product-to-market strategies. t Held consumable supply to under 1% loss through vendor relationship management. t Devised sales and marketing strategy that increased revenue 100% annually for 5 years. t Collaborate with sales during the presales stage to research and understand client business challenges and drive towards value added solutions by providing a value proposition during contract negotiations. AFW VP of Operations, Sales, and Business Development continued. t Work with sales and delivery at early stages of project life cycle to ensure project is set up for success. t Help build Practice by establishing processes, procedures, and templates for pre-sales through delivery while supporting Sales team in a direct support capacity. t Identify cross-sell and upsell opportunities by understanding the client’s business requirements, analyzing and presenting strategic solutions that align with their needs; enable Sales team to respond to client's future business strategy and organizational change management needs. t Help build Practice by establishing processes, procedures, and templates for pre-sales through delivery while supporting Sales team in a direct support capacity. t Serve as the primary Business Development interface from initial implementation to development of the final Sales team. t Maintained all HR requirements and managed the human capital investment for the firm. t Acting CEO and Plant Operations Manager as needed. SUPPLEMENTAL ACCOMPLISHMENTS ADVANCED INTERACTIVE SYSTEMS, Denver, CO. Deployed over 600 TSA personnel for the Department of Defense during OJT in a 3-week roll out. Developed follow up training for after deployment validation. RELERA INTERNET DATA CENTERS, Denver, CO. Developed “Customer Solutions and Interaction” training program for customer facing and back-shop data center Engineers. CEDANT/AVIS, Denver, CO. Maintained staffing levels and HR readiness at Denver International Airport and satellite locations within 9% of budget. SEARS, Denton, TX. Awarded HR Manager of the Year among 803 store locations. EDUCATION AND TECHNICAL PROFICIENCIES Master of Science, Human Resources and Business, Amberton University, Garland, TX, 2015 Bachelor of Applied Arts and Sciences, University of North Texas, Denton, TX, 1996 Six Sigma Green Belt PMP Certification ♦ Enterprise/Cloud Applications: SIEBEL, SalesForce (CRM), AS/400, COGNOS, Documentum, MSP, LPS, KRONOS, Microsoft Dynamics ♦ Tools: MS Project, HP Quality Center, Remedy, VISIO, WebEx, MS Office, PEGA, SharePoint, Discovery ♦ System Development Methodologies: Standard Waterfall, Agile, DMAIC, SDLC, CQI, FMEA ♦ Server/Network/Databases: Design, Installation, configurations, production support ♦ Mergers and Acquisitions: Database Systems Integration resulting from site expansion or acquisitions ♦ Reporting: Operational Data Store, Data Marts, Report generation, Remedy, Crystal Reporting, ERP ♦ PBX/Call Center Operations: Inbound/Outbound Call Management, Warm/Cold call transfers, Skip Trace, IVR / Dialer Management, Payment Processing, CISCO, SAP, Contract Negotiations, Vendor Management PROFESSIONAL AND COMMUNITY AFFILIATIONS Board of Directors, Angel Fire Water Company, 2000 – 2015 Member, American Management Association, 2008 – Present Member, Angel Fire, NM Chamber of Commerce, 2001 – 2005