Paul Husar

Transforms underperforming service organizations into metrics-driven, high impact teams that exceed expectations. Trusted by global manufacturers and technology leaders to deliver customer experience excellence, operational efficiency, and scalable growth through data-driven decision making, and process reengineering. People-first leadership grounded in West Point values of integrity, accountability, discipline, and mission focus. • Re-engineered my department and created standard processes increasing Service Level to 90% from 30%. • Increased Capacity Utilization by 20%. • Reduced average wait times by 70% and abandon rates 50%.

Led a 5-function support organization (Technical Support Call Center, Field Support, Aftermarket Solutions [Tiers 1-4], Training, Test Lab) at the HVAC Division supporting complex commercial and residential systems. · Customer Experience: Redesigned escalation process (+46NPS), reduced warranty claims 50%, reduced site report delivery from 30 or more days to 2 days. · Operational Efficiency: Designed, built, and launched 4 new Customer Support Centers and a diagnostic Test Lab at, to 30% below, budget, reduced travel expenses by 35% creating a pre-field visit checklist and requirements. · Leadership: Key Leader in the LG Leadership Acceleration Program, shaping a culture of excellence across the North American organization.

Pioneered LG’s transition to a world-class technical support call center with VOIP integration, CRM automation, enterprise system upgrades, remote operations capability, and analytics for the HVAC Division. · Reduced average wait times by 70% and abandon rates by 50%. · Increased Capacity Utilization 20% through workforce management optimization and training. · Launched technical and behavioral quality programs tied to KPIs and training improvements. · Selected for LG’s Executive Leadership Acceleration Program to drive enterprise-wide transformation projects.

Restructured global customer service and logistics operations for an international manufacturer of complex restaurant equipment. · Increased Service Level by 200% restructuring department organization and processes. · Reduced the Monthly Abandon Rate 90% and RMA processing from 30 days to under 2 hours. · Improved order Fill Rates 7-17% YoY and quadrupled freight claim reimbursements through process and metric redesign. · Introduced performance-based dashboards and metrics for real-time performance and incident reporting.

Managed customer order and delivery lifecycle for complex, custom HVAC products. Led the introduction of the Lean Office Environment to enhance operations. • Reduced Working Capital, increasing available revenue $10M through enhanced inventory management. • Implemented error reduction strategies that eliminated overtime needs. • Improved customer service and accuracy of orders by redefining departmental responsibilities resulting in improved collaboration and communication among supporting departments, including the sales force, manufacturing, logistics, warehousing, and installation services and developed operational strategies to integrate all departmental processes and procedures. • Created plan, implementing Lean process, modifying the workflow to provide immediate assistance to all customers, streamline processes and procedures, minimize transfers, and enhance flexibility, accuracy of service, and customer satisfaction.

• Created and implemented incentive plan that decreased absences more than 80%. • Successfully coached team members to exceed expectations, increasing employee retention. • Created and executed operational strategy for peak season, during volume increases of 100-250%, with same staffing, successfully achieving all key performance indicator goals. • Enhanced team performance and customer experience by analyzing performance data, creating tracking and comparative reports, and providing feedback and training. • Developed and implemented plan that seamlessly transitioned half of team to remote agents.

• As acting CFO, built and marketed a Business Plan for a startup Telecom Company to provide long distance services to China. • Reduced overtime 50% for distribution division, developing and implementing processes and procedures. • Created strategic / financial / business plan for telecom start-up and initiated funding processes with potential investors and strategic partners. • Doubled client’s sales in 6 months, developing business and strategic plans. • Valued company for sale and advised owner on options.

• Streamlined field service call response process and increased installer capacity 100% via geographic batching and adjusting call center scheduling processes. • Reduced network construction costs by 50%, via process reengineering partnering with suppliers/contractors. • Consistently exceeded corporate customer installation target standards by 33%. • Trained and managed contractors in building underground cable, telephone, and wireless distribution systems to 100% of defined quality standards, implementing, developing, and negotiating statements of work (SOW).

Contract position. • Increased five state sub-region’s weekly contractor installations by 100% after planning and executing regional operations review. • Built foundation to grow distribution operations to increase FTEs tenfold, regional offices fourfold, and vehicles by two and a half. • Increased field operations productivity by modifying organizational infrastructure design. • Analyzed, and optimized, process flow for all aspects of field operations including work order processing and assignment, contractor and quota management, and inventory accountability.

• Reduced national inventory expenses by $10M per year. • Developed and implemented a nationwide Just-In-Time inventory-planning model. • Decreased field service calls 80% implementing a process improvement plan developed through operational audit. • Increased weekly installations 30% and established daily 100% confirmation and closeout of all orders, installs, and service calls with no FTE increase through reengineering the scheduling, equipment issue, contractor coordination, notification, and invoicing processes. • Reduced network construction per project cost 15% initiating and implementing post project ROI audit and measuring results to ensure adherence to project plan parameters, identifying wasted opportunity cost, and measuring team fulfillment efficiencies. • Established 100% accountability for field personnel and warehouse equipment implementing a technician distribution and tracking process and an Inventory Management System.

Led new market analysis and budget development process for acquisitions. • Defined business case for local telephone market entry by developing and qualifying profitability models. • Initiated and built processes and budgets for a newly acquired $600 million line of business, achieving seamless integration with parent systems.