Pete Cassi Skills Presentation V2

Summary Qualifications Achievements Work History Education Contact Info

Contact Center Director / Customer Relationship Management Executive 150 N Peachtree Rd
North Wilkesboro NC 28659
Dynamic senior contact center executive with strong business and financial acumen in leading business operations for multimillion-dollar pete_cassi@yahoo.com
FORTUNE 100 contact center firms, driving consistent profits through leveraging strategic relationships to aggressively penetrate and
expand key markets. Successful at realigning and turning around underperforming organizations to consistently achieve profitable growth
across national markets. Adept leader, change manager and personnel developer, achieving cohesive results-based teams performing
above individual levels, while competitively positioning firms for market dominance.
Balancing "get it done" with "do it right“ by building quality, responsive, profitable operations through:

Collaborative Leadership • Highly dedicated professional possessing core leadership competencies in interpersonal
Strategies communication, negotiation, and collaboration.
• Exercise sound judgment and reasoning, problem solving, intuitive deduction, and conflict
management while possessing genuine desire to build and maintain positive business relationships.

Account Development & • Visionary professional who thinks "outside the box," exercising sound judgment and reasoning to
Work Force Management meet budget and manpower targets.

Market & Account Identification / • Seasoned contact center executive willing to explore new opportunities to achieve exponential
Development & growth in revenue and profits.
Competitive Pricing Expertise • Proven leader, tasked with identifying concerns and delivering solutions that add to corporate bottom
line and adhere to corporate vision.
Product Development & • Multifaceted leader responsible for origination and implementation of new product and redesign of
Innovation existing product quality enhancements attractive to customers.
• Developed aggregate product-to-customer expectations and metrics, leading to exponential revenue
potential.

Teambuilding Expertise & • Approachable mentor with innate ability to develop and retain key personnel, aligning employees with
Staff Development most suitable roles and providing advancement opportunities while developing cohesive , results-based
teams that achieve double-digit performance increases.

Customer Service Acumen • Exceed customer expectations in service delivery and quality through attention to detail and prompt
thorough handling of concerns, fostering a reputation for honesty and integrity that expands corporate
reputation and ensures repeat business.
Contact Center Operations & • Operations executive constantly monitoring corporate efficiencies and redundancies.
Market Expertise • Continually assess corporate strengths and innovate creative solutions that strengthen customer
rapport.

Contact Center Director / Customer Relationship Management Executive

Qualifications 150 N Peachtree Rd
[Home] pete_cassi@yahoo.com

Click the links below to view achievements
Customer Executive
Service Leadership

► Collaborative Leadership Strategies Acumen

► Product Development & Identification Contact
Staff
Management
Center
► Staff Management & Development Operations
&
Development

► Leadership Process
Improvement &
Innovation
► Customer Service Acumen
► Competitive Market Expertise
► Process Improvement & Innovation
► Loyalty, Honesty, Integrity & Teambuilding


Achievements: Collaborative Leadership Strategies 150 N Peachtree Rd

► Collaborative Leadership Strategies
► Co-directed the transition from a 12 digit private-label retail card accounts to 16 digit MasterCard
credit product, supporting 25% growth in card membership. For more information, click here
► Integral member of a business growth expansion project that forecasted 25% growth over two years
but manifested 40% growth.
► Led due diligence project for the Citigroup acquisition of the Sears Financial Products business.
Collaborated in development and refinement of customer relationship management strategy and
competitive product positioning. Improved revenue 12% better than forecast, reduced losses 5%
better than forecast.
► Product Development & Identification
► Staff Management & Development
► Leadership


Achievements: Product Development & Identification 150 N Peachtree Rd

► Enabled flexibility in marketing and services that supported a 25% growth in card membership in two
years by co-directing the transition from a 12 digit private-label retail card accounts to 16 digit
MasterCard credit product. For more information, click here
► Integral member of a four year business growth expansion project into the underserved market that
forecasted a 25% increase in account volumes that manifested a 57% increase, doubling the
workforce. For more information, click here
► Leadership


Achievements: Staff Management & Development 150 N Peachtree Rd

► Completed all department staffing on schedule and on budget meeting production forecasts, while
instituting a Manager Trainee and mentor program. Positioned center as the “go to“ site for
unexpected staffing fluctuations. For more information, click here
► Improved team morale and retained employees by establishing a “hands on” management
atmosphere, a business metric driven “earn-as-you-achieve” performance culture and a mentorship
program to help underachieving employees. For more information, click here
► Cut attrition in half by successfully refining and enhancing recruiting profiles and candidate screening
to identify, attract and hire the ‘right people’.
► Leadership


Achievements: Leadership 150 N Peachtree Rd

► Leadership
► Created business metric performance oriented “earn-as-you-achieve” culture and progressive
disciplinary action program, so problem employees typically repositioned or "worked around" causing
discontent among staff were situationally coached to resolution or eventually terminated. For more
information, click here
► Reduced training costs, leveraged existing workforce skillsets, increased career opportunities and
lowered attrition rate by developing Universal Agent training project, capitalizing Customer Service
and Collection specific associates into a combined workforce. For more information, click here.


Achievements: Customer Service Acumen 150 N Peachtree Rd

► Leadership
► Reduced training costs, leveraged existing workforce skillsets, increased career opportunities and
lowered attrition rate by developing Universal Agent training project, capitalizing Customer Service
and Collection specific associates into a combined workforce. For more information, click here
► Achieved 90/10 service level with a 3% abandon rate by redesigning work force management
processes and implementing program to accurately forecast, staff and schedule workforce for over
7.5 million calls a month. For more information, click here


Achievements: Competitive Market Expertise 150 N Peachtree Rd

► Leadership
► Reduced cost/call 18% by redesigning skillset classification, behavioral coaching and performance
evaluation processes, reducing call handle time while improving call quality scores. For more
information, click here
► Reduced annual operating expenses 5% ($650K) by dismantling silos, shifting twenty-year
paradigms, transitioning culture to a cohesive unit, collaborating across portfolio lines and integrating
operating units.
► Integral member of a four year business growth expansion project into the underserved market that
forecasted a 25% increase in account volumes that manifested a 57% increase, doubling the
workforce.


Achievements: Process Improvement & Innovation 150 N Peachtree Rd

► Leadership
► Improved productivity 20% by leading a project to successfully reorganize business metric discipline
and performance evaluation processes to maximize performance, quality, and profitability across
constituent products as a result of delivering consistency in reporting and dashboards, allowing data to
be provided to the right people, the first time. For more information, click here
► Achieved 7% year over year improvement in business performance through cross training and
enhancing behavioral performance process, while avoiding increased capacity, facility and workforce
costs.
► Improved team morale and retained employees by establishing a “hands on” management
atmosphere, a business metric driven “earn-as-you-achieve” performance culture and a mentorship
program to help underachieving employees.


Achievements: Loyalty, Honesty, Integrity & Teambuilding 150 N Peachtree Rd

► Leadership
► Consistently put forth 100% of energies toward betterment of obligations and always demonstrated
honesty and integrity; demanded same from both employers and employees.


Successes: Workforce Transition to Universal Agent Facilitates Quality 150 N Peachtree Rd
Support for Product Transition
[Previous] [Home] pete_cassi@yahoo.com

► Workforce Transition to Universal Agent Facilitates Quality Support for Product Transition
 Company's two-year goal was to diversify and increase market share 25% by transitioning from
proprietary 12-digit retail credit card to 16-digit universal MasterCard. However, the main challenge
and opportunity was addressing the emotional impact on current staff being culturally adept, flexible,
and decisive in their ability to maintain customer retention and problem resolution skills on a long-
term, consistent basis while becoming equally adept at collection and balance transfer transactions.
 Contacted all impacted areas and secured representation for the project team. Created project
charter and requirements with input from the entire team and developed a time and action plan.
Created a shared services team to provide all transactional customer service and collections
services. Gathered focus group input and designed and validated a shared services department to
complete transactional functions.
 Trained and transferred more than 40 employees within 6 months of commencement. Attained
80/20 service level with a less than 5% abandon rate across both departments. Demonstrated ability
to propel corporate goals and foster positive change by providing vision and direction in training and
support initiatives.


Successes: Operational Strategy Secures Expert Resource Management 150 N Peachtree Rd
While Improving Customer Service

► Operational Strategy Secures Expert Resource Management While Improving Customer Service
 Resource Management decisions varied by department, producing a lack of focus on service level
and abandon rate. No tools or processes were in place to ensure that resources were being utilized to
maximize operating results in those areas. Available technologies and resources were limited.
Business strategy was outdated, and project management system was minimal.
 Developed and implemented communication, training and production strategy. Concentrated on
improving customer relationship management and competitive intelligence analysis. Provided
resources to analyze call volume operations, resource allocation, and expenses. Gathered focus group
input and consulted managers and employees to improve personnel issues. Rewrote policies,
procedures and workflows while instituting a “hands-on” approach with employees.
 Within first year, achieved 90/10 service level (better than 80/20 Industry Best In Class) with a 3%
abandon rate (better than 5% Industry Best In Class). Sustained those levels every year since.


Successes: Decisive Management Propels Immediate Success of Product 150 N Peachtree Rd
Expansion into Underserved Market

► Decisive Management Propels Immediate Success of Product Expansion into Underserved Market
and Attain Sustainable Success
 Company's four-year goal was to diversify product exposure and increase consumer market share
25% by expanding into underserved consumer market. However, there was an unknown impact in
local markets, as well as time constraints due to the impact on annual business plan performance for
investors and shareholders. Challenged with overcoming competitive brand loyalty and lack of brand
recognition, and creating an employee culture adept, flexible, and decisive in a new market.
 Collaborated with Vice President and Site Director peers to develop and implement production and
performance strategy unique to underserved market operations. Concentrated on improving customer
relationship management and competitive intelligence analysis. Leveraged portfolio intelligence to
update market specific training to provide tailored customer service and production to expand
products' competitiveness and service.
 Account volumes grew at 57% annualized rate, increasing consumer market share to 35%, 40%
better than forecasts. Improved customer interaction grew monthly sales by more than 30% in first
four months, raising Wilkesboro from bottom among CompuCredit facilities to Best In Class in fourth
month, and Product Champion for over 20+ consecutive months.


Successes: Co-directed the transition from a 12 digit private-label retail card 150 N Peachtree Rd
accounts to 16 digit MasterCard credit product, supporting 25% growth in card
membership.
► Transition to MasterCard Credit Card Product Grows Card Membership 25%, Reduces
Maintenance Costs
 The Sears proprietary private label credit card did not provide the flexibility needed to support
proposed marketing efforts nor increase market share by increasing consumer flexibility. Sears
decided to transition to MasterCard, with defined goals of increasing market share, retaining customer
loyalty and brand recognition while improving customer service. Modifying the customer retention
process while simultaneously transitioning the workforce skillset was complicated.
 Co-directed a project team that transitioned Sears private-label proprietary card to MasterCard.
Defined requirements for new features to support the MasterCard product, proposed workflow
support, training curriculum and developed scope document. Created project implementation timeline
and worked with customer service and marketing groups to create implementation action plan.
Coordinated system testing as design was completed, validated new features, and audited integrity of
the training and implementation.
 New system was completed, tested, and in production within the project charter's six-month
timeline, and the new workflows, system features and components supported a 25% growth in the
card membership within the first two years. Estimated net savings from increased production and
performance considering workforce savings, balance transfers and customer retention support was
$120,000 per year. Demonstrated proficiency in customer retention management as well as team
building, pulling a large number of participants together from many different areas.


Successes: Enabled flexibility in marketing and services that supported a 25% growth in card membership in two years by co-directing the transition from a 12 digit private-label retail card accounts to 16 digit MasterCard credit product. 150 N Peachtree Rd

► MasterCard Credit Card Product Improves Card Membership 25%
 The Sears proprietary private label credit card did not provide the flexibility needed to support
increasing market share by increasing consumer flexibility. Sears decided to transition to
MasterCard, with defined goals of increasing market share, retaining customer loyalty and brand
recognition while improving customer service. Modifying the in-place customer retention process
while simultaneously transitioning the workforce skillset was complicated.
 Co-directed a project team that transitioned Sears private-label proprietary card to MasterCard.
Defined requirements for new features to support the MasterCard product, proposed workflow
support, training curriculum and developed scope document. Created project implementation timeline
and worked with customer service and marketing groups to create implementation action plan.
Coordinated system testing as design was completed, validated new features, and audited integrity of
the training and implementation.
 New system was completed, tested, and in production within the project charter's six-month
timeline, and the new workflows, system features and components supported a 25% growth in the
card membership within the first two years. Demonstrated proficiency in customer retention
management as well as team building, pulling a large number of participants together from many
different areas.


Successes: Hiring Plan Minimizes Impact, Allows Smooth Staff Increases During greater than Expected Growth Period 150 N Peachtree Rd

► Hiring Plan Minimizes Impact, Allows Smooth Staff Increases During Greater Than Expected Growth
Period
 The company required precise staffing models, forecasting a 25% increase in account volume and
constituent staffing in a 12 month period. However, the unknown impact within local markets
manifested a 40% annualized volume increase rate the first month. This required an unexpected surge
in hiring and training, and hilited the need to reduce turnover and improve staffing and production
processes. Challenged with fixed budget, employee turnover rates, anxious morale and expectations
of success communicated between senior executives, investors and clients.
 Recruited and staffed 12 departments comprised of 15 to 90 individuals. Set up a project team to
review established hiring, training and staffing processes. Overhauled hiring procedures, improving
forecasting and candidate selection. Training review instituted a performance oriented training process,
evaluating candidates throughout the training period to establish an “earn-as-you-achieve” culture.
Staffing process review caused an overhaul of our internal personnel system, automating and
benchmarking every phase of our personnel and staffing process: application, evaluation, assessment,
career progression, training, discipline, attendance, staffing, payroll, internal communication.
 As a result of this effective holistic approach to hiring, staffing and training, met hiring and staffing
goals every month of this fluid and dynamic account volume growth period. Achieved objectives by
rising to a significant challenge and tackling and coordinating a major, multi-process effort within a tight
timeframe.


Successes: New Coaching and Disciplinary Programs Remove Problem Employees thru Resolution or Termination, Raise Morale 150 N Peachtree Rd

► New Coaching and Disciplinary Programs Remove Problem Employees thru Resolution or
Termination, Raising Morale
 Department did not have an effective progressive coaching or disciplinary program in place.
Problem employees were historically transferred and poor behavior or work performance issues were
"worked around" instead of addressed and resolved. Discussed need for program with managers,
trainer and employees that focused more on process, building confidence, and reducing errors rather
than termination.
 Established decentralized coaching and progressive disciplinary program that required onsite
training, acceptance of expanding responsibilities, and implementation of department protocols and
guidelines where there was none. Collected data, set protocols, confirmed expectations, and
established accountability both for managers and employees. Developed action plan to address
timeline, create dashboards and implement issues for both programs. Created partnerships with in-
house employee department representatives, so progressive process was reinforced.
 After accomplishing buy-in from managers and employees, of 15 poor performers/disruptive
employees, 10 were coached to resolution and 5 terminated within two-year period, greatly improving
staff morale and overall performance.


Successes: New Coaching and Disciplinary Programs Remove Problem Employees thru Resolution or Termination, Raise Morale 150 N Peachtree Rd

► Created Business Metric Operating System and Performance Oriented “Earn-As-You-Achieve”
Culture, Improving Performance
 Prior to my arrival, annual business plans reduced account volumes every year due to poor
performance. Site did not have an effective business metric dashboard or review process in place, nor
a performance oriented culture. Discussed need for program with managers, trainers and employees to
improve performance by focusing on production and performance processes, building confidence, and
reducing errors.
 Gathered focus group input and consulted managers and employees to improve personnel issues.
Collected data, set protocols, confirmed expectations, and established accountability both for managers
and employees. Developed action plan to address timeline, create dashboards and implement issues
for both programs. Created partnerships with in-house employee department representatives, so
progressive process was reinforced.
 Installed first dashboard within 60 days. Process evolution and updates were instrumental in
achieving Best In Class performance (Top Site Performer in all partnership portfolios) one year after my
arrival. Leveraged that process to become first “picket fence” portfolio champion (first in all six partner
metrics) three months later.


Successes: Call Center Transition Enabled by Expert Resource 150 N Peachtree Rd
Management

►Call Center Transition Enabled by Expert Resource Management
 Staffing and production decisions varied by department, producing a lack of clarity and consistency
in how resources were being allocated. No tools or processes were in place to ensure that resources
were being utilized to maximize overall operating results. Available technologies and resources were
limited.
 Developed and implemented communication, training and production strategy. Aligned project
management teams and coordinated daily operations with department and process managers. .
Provided resources to analyze business operations, revenues, and expenses. Gathered focus group
input and consulted managers and employees to improve personnel issues. Rewrote policies,
procedures and workflows while instituting a “hands-on” approach with employees.
 Reduced annual cost/call 18% while improved customer relationship management by enhancing
call quality performance 11%.


Successes: Comprehensive Reporting Suite Provides Performance 150 N Peachtree Rd
Insight, drives Productivity Improvement

► Comprehensive Reporting Suite Provide Performance Insight, drives Productivity Improvement
 In order to align goals among operations, employees and management, the organization needed to
implement standardized weekly, monthly and quarterly operational reporting. However, with over 12
departments using different formats and having different cultures, the change was sure to be difficult.
Historically, the flow of information was not well-coordinated. A new tool was required, which would be
web based and service multiple departments; however, economic conditions did not allow for much IT
involvement or provision of new solutions.
 Created a suite of reports and dashboards to be used across all departments. Included profitability
balance sheet, productivity, department dashboards, campaign and service level status, and individual
performance reporting in real time. Benchmarked reports against forecasts: current, month-over-month,
monthly and annual. Centralized reports via a web-based application to enable multiple entities and
multiple departments to securely post and share documents on a real-time basis with operators,
employees and managers.
 The report suite enhanced the visibility of operations and performance, leveraging situational
coaching that drove 20% improvement in productivity, even enabling 30+ year veterans to improve
performance.


Work History (Executive Summary) 150 N Peachtree Rd
CONTACT CENTER DIVISION MANAGER, AXA-Equitable Life Insurance, Charlotte NC _________________________________________ 2010-Present North Wilkesboro NC 28659
AXA Equitable Life Insurance is a leading financial protection company and one of the nation’s premier providers of life insurance and financial pete_cassi@yahoo.com
products and services. Products and services are distributed Nationwide to individuals and business owners through its retail and wholesale
distribution channels.
Selected from outside the industry to lead all aspects of operations and results for end-to-end customer experience, regulatory compliance and reporting, new
business development, competitive product positioning, contract negotiations, product quality, and financial/budget management. Directed two locations,
managerial staff of 8, staff of 135, operating budget of $18 million, 4,000,000 client policies valued at $43 Billion.
Duties and Responsibilities: click here

CONTACT CENTER DIRECTOR, CompuCredit LLC, Wilkesboro NC _ 2005-2010
FORTUNE 100 Fastest Growing Company providing integrated credit and financial services with over 3,000 employees worldwide, serving the credit
card, auto loan and retail micro-loan market for over 3 million underserved consumers with $3.4 billion in receivables.
Selected to lead all aspects of operations and results with accountability for P&L, strategic direction & vision, customer/employee relations, new business
development, competitive product positioning, contract negotiations, product quality, and financial/budget management for seven prime and sub-prime credit
account portfolios. Directed 400 personnel, managerial staff of 45, on an operating budget of $13 million, portfolio of 220,000 consumer credit accounts,
receivables valued at $1.2 billion.
Selected Achievements: click here

CONTACT CENTER DIRECTOR, Sears, Roebuck & Co – CitiCards, Philadelphia PA 2002-2004
FORTUNE 50 company with the largest private-label card in the U.S., with $18.4 billion in receivables to go with 25 million accounts. Sears sold its
portfolio and Financial Products business to Citigroup in 2003.
Promoted to lead all aspects of operations and results with accountability for P&L, strategic direction & vision, customer/employee relations, competitive
product positioning, product quality, and financial/budget management. Directed managerial staff of 40, staff of 325, portfolio of 120,000 consumer credit
accounts, receivables valued at $350 million.

OPERATIONS MANAGER, Sears, Roebuck & Co, Philadelphia PA 1998-2002
Selected from outside the industry as the organization’s #2 manager to turnaround all aspects of this Contact Center’s performance on portfolio of consumer
credit accounts. Directed managerial staff of 29, staff of 350, portfolio of 85,000 consumer credit accounts, receivables valued at $200M.

STAFF DIRECTOR, Vietnamese Commando Compensation Commission, The Pentagon, Washington D.C. 1997-1998
Vietnamese Commandos Compensation Commission was a Congressional Commission administering $20 million in compensation benefits authorized under
the National Defense Authorization Act for Fiscal Year 1997 (Public Law 104-201). Selected as Staff Director, reported directly to Commission Chairman.
Managed every aspect of commission operations: policy, process, internal controls, finance, human resources, communications, Congressional and
Departmental relations.

(Continued)


Work History (Executive Summary) 150 N Peachtree Rd
SENIOR POLICY ADVISOR, Under Secretary of the Army, The Pentagon, Washington D.C. _______________________________________ 1996-1997 pete_cassi@yahoo.com
Recruited by the Under Secretary of the Army, the second-highest ranking civilian official of the Department of the Army, serving directly under the Secretary of
the Army, and Chairman of the Panama Canal Commission as Senior Policy Advisor and turn around manager, to articulate the institutional message to various
constituencies. Reported directly to the Under Secretary. Prepared over 30 speeches delivered in various venues to Congressional, national and international
audiences.

POLICY TEAM CHIEF, Commission on Roles and Missions, The Pentagon, Washington D.C. ______________________________________ 1994-1996
The National Defense Authorization Act for FY 1994 established the independent Commission on Roles and Missions (CORM) to review the appropriate
allocation of roles, missions and functions among the Armed Forces; evaluate and report on alternative allocations; and make recommendations for changes in
the current definition and distribution of those roles, missions and functions. Selected as Policy Team Chief supervising implementation through collaborative
150 member integrated process management team. Primary point of contact, responsible for measuring and communicating project status to various
Congressional, Department and command audiences and venues

(Back)


Work History 150 N Peachtree Rd
CONTACT CENTER DIVISION MANAGER, AXA-Equitable Life Insurance, Charlotte NC _________________________________________ 2011-2012 North Wilkesboro NC 28659
Selected from outside the industry to facilitate change and lead all aspects of operations and results for end-to-end customer experience, regulatory
compliance and reporting, new business development, competitive product positioning, contract negotiations, product quality, and financial/budget
management. Directed two locations, managerial staff of 8, staff of 135, operating budget of $18 million, 4,000,000 client policies valued at $43 Billion
Duties and Responsibilities: [Back]
 Identify compliance risks from every business line and manage them by providing training, advice, testing and monitoring. .
 Review and monitor internal procedures and practices to provide compliance with group and regulatory requirements.
 Develop and update inventory of regulations, rules, practices and guidelines for all operations.
 Create customer WOW experience by managing end-to-end processes and constituent operations.

CONTACT CENTER DIRECTOR, CompuCredit LLC, Wilkesboro NC _________ ________________________________________________ 2005-2011
Selected to facilitate change and lead all aspects of operations and results with accountability for P&L, strategic direction & vision, customer/employee
relations, new business development, competitive product positioning, contract negotiations, product quality, and financial/budget management for seven
prime and sub-prime credit account portfolios. Directed 400 personnel, managerial staff of 45, on an operating budget of $13 million, portfolio of 220,000
consumer credit accounts, receivables valued at $1.2 billion.
Selected Achievements:

CONTACT CENTER DIRECTOR, Sears, Roebuck & Co – CitiCards, Philadelphia PA _______________________________________________ 2002-2005
Promoted to facilitate change and lead all aspects of operations and results with accountability for P&L, strategic direction & vision, customer/employee
relations, competitive product positioning, product quality, and financial/budget management. Directed managerial staff of 40, staff of 325, portfolio of 120,000
consumer credit accounts, receivables valued at $350 million.

OPERATIONS MANAGER, Sears, Roebuck & Co, Philadelphia PA ____________________________________________________ 1998-2002
Selected from outside the industry as the organization’s #2 manager to facilitate change and turnaround all aspects of this Contact Center’s performance on
portfolio of consumer credit accounts. Directed managerial staff of 29, staff of 350, portfolio of 85,000 consumer credit accounts, receivables valued at $200M.



CONTACT CENTER DIRECTOR, CompuCredit LLC, Wilkesboro NC _________ ________________________________________________ 2005-2011
Selected Achievements: [Back]
 Took this Contact Center to Best in Class within 1 year by establishing business metric discipline and a “hands on”, lead-by-example workplace. Led a
four year 57% growth in portfolio responsibility, doubling the workforce.
 Achieved 7% year over year improvement in business performance through cross training and enhancing behavioral performance process, while avoiding
increased capacity, facility and workforce costs.
 Improved productivity 20% by leading a project to successfully reorganize business metric discipline and performance evaluation processes to maximize
performance, quality, and profitability across constituent products.
 Cut attrition in half by successfully refining and enhancing recruiting profiles and candidate screening to identify, attract and hire the ‘right people’.
 Reduced annual operating expenses $650K by dismantling silos, shifting twenty-year paradigms, transitioning culture to a cohesive unit, collaborating
across portfolio lines and integrating operating units.
 Achieved 90/10 service level with a 3% abandon rate by redesigning work force management processes and implementing program to accurately
forecast, staff and schedule workforce for over 7.5 million calls a month.
 Reduced cost/call 18% by redesigning skillset classification, behavioral coaching and performance evaluation processes, reducing call handle time while
improving call quality scores.




CONTACT CENTER DIRECTOR, CompuCredit LLC, Wilkesboro NC _______________________________________________ __________ 2005-2011

 Grew revenue 27% ($20 million), improving loss prevention combinatorial Roll Rate performance to 4.98%, 23% better than business objectives (6.5%),
and 26% better than CitiCards performance (6.7%), while reducing costs 8% ($1.4million).
 Achieved 80/20 service level with a 5% abandon rate by redesigning work force management processes and implementing program to accurately
forecast, staff and schedule workforce for over 6 million calls a month.
 Improved productivity 47% by improving call quality 10%, 10% lift in accounts worked, 7% lift in RPCs, 15% lift in dollars collected per paid hour.
 Led a project relating to the Citigroup acquisition of the Sears Financial Products business. Collaborated in development and refinement of strategies,
reducing losses (17 basis points) by improving productivity (219 basis points) and revenues (12%) in first month.



management. Directed two locations, managerial staff of 8, staff of 135, operating budget of $18 million, 4,000,000 client policies valued at $43 Billion.

CONTACT CENTER DIRECTOR, CompuCredit LLC, Wilkesboro NC _________________________ ________________________________ 2005-2011


 Turned this Contact Center operation from worst to first within first 6 months (best Roll Rates and Flow Rate at each Delinquency level amongst 9
centers). Exceeded all objectives for roll rates, flow rates, online production. Consistent year over year improvement.
 Project manager responsible for new product initiatives. Collaborated in the definition, creation and refinement of strategic planning, performance
objectives and plan execution.
 Launched Sears Gold MasterCard project, converting 25 million proprietary 12-digit retail product customers to 16-digit revolving credit financial
product providing widespread market utility.
 Led a cross-sales project with Champion mortgage, providing full-service debt consolidation to eligible customers thru mortgage refinancing.
 Led Universal Agent training project, capitalizing our trained 275 Customer Service and 325 Collection specific associates into a combined
workforce, responsive to service level increase fluctuations in both businesses


Education / Certification 150 N Peachtree Rd
 M.P.A. in Public Administration pete_cassi@yahoo.com

 M.S.S. in Strategic Studies
 B.S. in Aerospace Engineering
 Six Sigma Green Belt Certified

Memberships/Affiliations
 Board Member, United Way of Wilkes County
 Board Member, Wilkes County Chamber of Commerce

Pete Cassi Skills Presentation V2

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