John Jarrett

As a seasoned consultant provided expert guidance, high quality work, and leadership for multiple engagements including: • Community Trust • Questrade Financial Group • Canadian Red Cross • Element Fleet Management • Home Trust Company • Paradigm Quest • MCAN Mortgage • CFF Bank • Applied Lean Six Sigma methodologies to meet defined business/project objectives (improved Customer Satisfaction, Reduced Costs, improved Quality). Influenced and aligned stakeholders to get to the real problems to be solved, generated options for consideration, and deployed experience to champion the most impactful, cost-effective, and sustainable solutions • Simplified Service Cloud workflow case creation taxonomy to significantly reduce case creation errors, eliminate re-work, and improve service levels • Delivered underwriting efficiencies, reduced deal turnaround times, and increased pipeline/deal transparency in project to move to paperless underwriting and funding processes • Conceptualized, designed, and implemented new Key Performance Indicator Dashboards (KPIs) to foster greater awareness for executive management and business leaders into workflow pipelines and operational performance • Key leader on project that launched a new mortgage origination system and processes focused on achieving greater control over the application pipeline; improved customer service; eliminated waste from manual spreadsheet tracking; implemented automated rules to ensure alignment to credit policies; and achieved significant time savings required to process applications • Stabilized relationship with back office system vendor by creating a new process to better manage system releases which improved communication with the vendor and provided the business with ability to improve planning for release cycles

Led and empowered a high-performance team of 3 Managers, and 15 staff, all focused on an integration project that merged processes and transitioned AGF accounts over to B2B Bank systems. • Mentored 8 analysts in their work packages under the merger project to deliver a thorough operational gap analysis, and document processes and procedures required to manually convert client account data from AGF to B2B back-office systems • Saved FTE by spearheading the re-engineering of the manual term deposit process to an electronic process • Improved underwriter alignment with credit policies and consistency in meeting service standards by guiding analyst that re-tooled existing mortgage underwriting processes

Scarborough College Campus