steve gotter

Responsible for determining and implementing improvement opportunities and best practices across all business centers. Provided comprehensive analysis of departmental needs, implemented solutions focused on growth and return on investment. Key areas included process improvement, SWOT analysis, reporting and training needs along with assessing future growth objectives and milestones. Selected to determine improvement opportunities and create recommendations for implementation across all business centers. Scope of work accounted for over $958,000 in cost savings by reducing cycle times and process redundancy. Managed international call center project which implemented technology solutions, ultimately leveraging the client's multi-site investment, increased responsiveness and balanced call volumes between Australia, Japan and the United states. Designed and implemented a pricing team to serve as a control point for more accurate customer billing and to reduce pricing disputes on telecom orders.

* Acted as an Engineer Plans Officer for Corps level operations (40,000+ soldiers). This required an ability to forecast resources for future events and maximize the usage of current personnel and equipment. Previous assignments include: * Company Commander - Responsible for managing over 130 soldiers with varying backgrounds and skill levels that included the development of training programs and ensuring all performance objectives were met. * Battalion Personnel Officer (S1) * Generals Aide (Brigadier General) * Platoon Leader

Managed an operations team of over 450 people in five locations (two international) providing centralized processing for the Mortgage Division. The group capitalized on leveraging common services among business lines (Retail Bank, Broker, and Correspondent originations). A heavy emphasis was placed on cycle time management, staffing levels, quality control, automation opportunities, and employee management. Managed initiative to increase per hour unit productivity 40% by leveraging best practices and eliminating non-essential tasks. Increased loan quality 20% by standardizing common functions and implementing a QC program utilizing Six Sigma DMAIC principles. Centralized outbound mortgage mail functions resulting in decreased personnel costs and greater accuracy. Managed project to increase effectiveness of Broker webpage allowing ‘real time’ product/pricing information and fee structure clarity. Reduced expenses $11.5MM within a 12 month timeframe by reducing multiple touches-per-loan and increasing use of off-shored resources.

* Oversee the North American Centralized Project Delivery team focused on enterprise level project support across the business spectrum allowing for the ability to influence the organization as a whole. The Project Managers partner closely with executive sponsors to identify scope, timelines and resources necessary to ensure successful execution and sustainability once transitioning to BAU. * The team strives to simplify and make transparent complex projects for the customer, supplier and third parties capitalizing on staff with knowledge both within and across domains. Additionally, a disciplined risk management process is applied to plan for and reduce crisis situations resulting in superior on time delivery. * Strategic projects include; * Workday software implementation (global initiative) * Finance consolidated planning initiative * Loan Appraisal process optimization * User access and automation initiative * Rural Agrifinance business consolidation and expansion initiative * Regulatory initiatives (several)

Activities and Societies: R.O.T.C