JEFFREY A. MALCHOW
12020 Taliesin Place, #33 678-562-0086
Reston, VA 20190 jeffreymalchow@gmail.com
OPERATIONS AND ADMINISTRATIVE EXECUTIVE
Customer Service and Sales Executive with extensive call center, retail and restaurant general management and leadership experience. Managed rapid pace, growth, and business turnaround in multi-unit environments.
" Large Workforce Leadership Excelled in leading operation teams and key support functions in diverse sales and customer service operations in medical retail, QSRs and call center industries. Extensive and successful background overseeing company owned and franchise companies, both domestic and international.
" Results Minded Financial Leader Experienced budget, P&L and business plan manager. Excels in metric management and result achievement. Have led business units up to 200M in revenues and 40M cost centers.
" Strategic Change Management Skilled in applying vision to program and project management. Extensive experience in developing and leading operations, training, HR, Leadership development, finance and other key support functions.
" People Development and Mentoring Recruited and built highly successful workforces. Developed future leaders in challenging business environments involving large non-exempt workforces both on and off shore in different margin intense businesses.
Call Center Executive
Clear Harbor LLC., Atlanta, GA 2008-Present
General Manager- Grenada W.I.
Leads a 650 employee, 3 call center (44,000 S.F.) BPO, PCI certified operation located on the island of Grenada in the Caribbean for a U.S. based company, reporting to the COO. Serviced U.S. based clients in retail, online and catalog sales, reverse logistics, medical billing (RCM), sales and cable industries. Have serviced branded clients such as iRobot, Farmers Insurance and Comcast. Clear Harbor generates $20M per year in revenue handling inbound/outbound calls and back office support functions, email and chat for multiple U.S. based clients. With over 1500 employees on 2 islands in the Caribbean, Clear Harbor is the largest US employer in the West Indies. Clear Harbor has been selected to INC.500/5000 Magazine four consecutive years.
" Reorganized site structure and improved labor efficiency by 4 points across the client base.
" Reduced labor attrition from 75% to less than 35% across all programs.
" Grew the business from 135 employees to 650 employees, up to 5 U.S. based clients.
" Clear Harbor is the second largest business on the island, largest call center operations.
" Stabilized the business by reducing operating costs in transportation, utilities and other variable costs by 20%.
" Established registered corporate charity organization in 2010 to support the needy of Grenada.
" Delivered quality results over 4.6 on a 5 point scale for multiple clients
LAUREATE ONLINE EDUCATION INC., Baltimore, MD 2006-2007
Vice President of Sales
Directed $26 million budget and activities for 400 employees located at three U.S.- based sales centers selling advanced degree programs in Education, Management, and Health & Human Services. Also led training, and operations support.
" Grew 2007 Sales by 20% ($70M) for a $350M business.
" Created a more effective inquiry management program that improved contact rates by 15%.
" Developed and implemented scorecards/metric system for Managers and Sales Consultants.
" Implemented call routing system that increased employee productivity.
" Reduced employee attrition from 75% to 35% annually.
" Developed a new Training Dept. focused on development and delivery of training.
JEFFREY MALCHOW PAGE 2
AOL, DIVISION OF TIME WARNER, Dulles, VA 1999-2005
Vice President of Service Support, 2005
Deployed a team of operations experts (230 employees) that supported worldwide contact center operations (owned and outsourced) for billing, technical and new product customer contacts. Also led, complaint resolution team, back office support, and new product introduction teams, $24 million budget.
" Achieved all time-high results in customer satisfaction scores for technical and billing call types.
" Directed 165 employees in the US and Philippines that manage fallout issues related to registration, fraud, and credit problems facing the membership. Saved $4.6 million by implementing a new credit validation process.
" Transitioned back office and call center jobs to the Philippines that yielded an annual savings of $6M.
Vice President of Central Services, 2002 2005
Created and led AOLs Member Services largest support team, 250 employees worldwide. A $24M budget consisting of quality management, member satisfaction, employee training, leadership development, call center metrics and communications.
" Oversaw the revamping or creation of curriculum development and training processes for 16,000 call center employees worldwide. Delivered 1.5M training hours annually through instructor led and e-delivery platforms.
" Introduced AOLs Learning Management System to all internal sites called Plateau.
" Improved training methods, enabling new hire employees to perform within 3% of tenured employees on key metrics.
" Developed and delivered 3 tiers of leadership training programs for call center management worldwide called Leading the AOL Way (LTAW), a franchise model that was deployed in owned and outsourced sites.
" Oversaw the development of a 2 tier trainer development program, entry level and advanced which was also deployed to outsourcers.
" Led the creation and implementation of the customer and employee satisfaction survey programs for AOL contact centers modeled after J.D. Powers.
" Led a team that designed monitoring functions and audited all contact center employees for quality. Monitored 340,000 calls annually.
" Directed the development, and introduction of a member services scorecard and metric system called Q-Card that was based on relative ranking of agent, manager and site performance.
" Conceptualized, developed and rolled out a program called TEAMWORKS that revamped site management structures which led to an annual savings of $12M and improved oversight and development of AOLs call center workforce.
" Deployed a team to support outsourcer training at both the agent and management level to further grow AOLs Franchise Model that enabled outsourcers to perform to AOL standards.
Vice President of AOLs Leadership College, 2001 2002
Launched the college that developed, delivered, and managed operation standards (SOPSs) for all AOL call centers called Leading The AOL Way (LTAW) which evolved into A Franchise Model . Developed and introduced targeted leadership training for call center management worldwide which supported nearly 16,000 agents.
" Created standard operating procedures for front and second line managers.
" Designed and delivered management classroom training programs for frontline management.
General Manager/VP of AOL Tucson, 1999 2001
Managed the operations of multiple call centers totaling 800 customer care consultants and managers handling incoming calls for sales, service, member retention and special products.
" Led the country in achieving performance targets for KPIs in both 1999 and 2000.
" Delivered top rated employee satisfaction results in employee surveys for 2 straight two years.
" Opened second location (Retention)) in 2000.
JEFFREY MALCHOW PAGE 3
Retail Executive
PEARLE VISION INC., DIVISION OF COLE NATIONAL, Cleveland, OH 1997- 1999
Territory Vice President
Pearle Vision was acquired by Cole National in 1996. Cole National had annual revenues of $800M
" Directed $200M P&Ls for 300 company-owned location, east of the Mississippi River (2,100 employees).
" Led field training and HR support functions.
" Converted 2 regional chain acquisitions, 85 locations to Pearl Vision.
" Reduced cost of goods in acquired stores by 15%.
TALBERT OPTICAL, TALBERT MEDICAL COMPANY, Costa Mesa, CA 1997-1997
President
Created the eye care division of a new publicly-held medical company through to its purchase by MedPartners. Directed the supervision of one eyeglass production facility, 32 retail locations in five states and a wholesale sales team. Generated over $32M in annual revenue.
" Created an Optical Business grouped from optical units located in medical centers.
" Reduced product cost in first operating quarter of $.25M.
PEARLE VISION INC., SUBSIDIARY OF GRAND METROPOLITAN, PHILADELPHIA, PA 1992-1997
REGION VICE PRESIDENT
Pearle Vision had 750 franchise and company owned locations with revenues of $500M annually. In 1991 Pearle lost $50M EBIDA. By 1996 the company improved profitability to $10M annually and was sold to Cole National.
" Directed field operations for 200 company owned locations in the eastern half of the United States, $125M revenues, with over 1400 employees. Led operations, training and HR.
" Managed annual marketing budget in excess of $5M. Spent on print and radio programs.
" Approved all decisions relating to new stores, remodels and store closures.
" Decreased labor costs 3% by introducing labor optimization standards.
" Improved cost of goods 1.5% by implementing expense standards and installing a new production process.
" Led the country with quality improvement, raising store averages from 75% to 93%.
Restaurants-Mid Management
PRIOR TO 1992: BURGER KING CORPORATION AND A&W RESTAURANTS
" Directed P&L in multiple field positions supervising corporate and franchise locations, $40M revenue.
" Burger King Area Manager of the Year in 1991 for best year over year profit growth in the region.
" Held franchise and company owned management positions with Burger King, leading up to 45 locations.
" Part owner/operator of two A&W Restaurants.
" President of S.E. Wisconsin Franchisee Association - 2 years.
PROFESSIONAL DEVELOPMENT
Studies include: Diversity, Finance, Marketing, Real Estate, Employee Relations, Multi-unit Management, Leadership and Behavioral Interviewing. Courses taken at: University of Phoenix, University of Michigan, Burger King University, Pillsbury Training, Pearle Vision University and AOL University.
TECHNOLOGY
" CRM tools- Onyx, Altigen, UCN " Call Monitoring tools- Click2Coach, Witness
" Training Simulation- Firefly " Learning Management System- Plateau
" Phone systems- Avaya, Mitel " Workforce Management-Cisco, Aspect Ewfm |
