Scot Herrick
scot@scotherrick.com

Career Management Mastery

Scot Herrick is Founder and Publisher of Cube Rules: Career Management for Cubicle Warriors. Scot provides online career management training for knowledge workers who typically work in a corporate cubicle. Scot has a long history of management and individual contribution in multiple Fortune 100 corporations.

Employment History:

December 2006 to present

Cube Rules: Career Management for Cubicle Warriors

Cube Rules provides online career management training for knowledge workers.

Scot is the founder of Cube Rules. The site teaches knowledge workers how to become "Cubicle Warriors" who not only survive — but thrive — working in cubes for corporations.

June 2002 to January 2008
Washington Mutual Bank, Seattle Washington USA:

Washington Mutual Bank provides financial services to consumers and small businesses and is America’s largest savings and loan association.

Vice President and Senior Technology Manager
Technology Infrastructure

Service Desk Manager
Manager of a team of nine escalated support analysts responsible for resolving escalated business and technical systems issues for mortgage loan officers and brokers. Duties included ensuring compliance with service level agreements, employee performance management, incident/outage resolution management, and staffing/readiness analysis.

Accomplishments:

  • Increased productivity year-over-year by 44%
  • Significantly beat Service Level Agreements for the department
  • Maintained a customer satisfaction rating of 4.28 of 5.0 for the year
  • Increased self-service deflection rate 9%
  • Increased usage of knowledge-base solutions by 28%
  • One person promoted within company from the group

Service Level Improvement Manager
Manager of a team of nine analysts responsible for improving technology service to internal clients through scorecards reporting, service improvement plans, and relationship management. Duties included ensuring timely and accurate preparation of scorecard data, presentation of plans for service improvement based on effective, data-driven problem identification methodologies as well as employee performance and management of call center client relationships.

Accomplishments:

  • Implemented ITIL process improvements that resulted in a reduction in cycle time in an enterprise-wide resource management tool using Six Sigma-like tools
  • Created and delivered Line of Business scorecards for Retail Bank, Lending, and Commercial groups reflecting each group’s specialized reporting
  • Created and delivered enterprise outage reporting for senior management, including analysis
  • Created and delivered the data validation schema for each service management metric for data mart implementation

Production Manager
Responsible for the workforce optimization, process execution, customer satisfaction, and
quality service delivery of US and off-shore call center environment focused upon
technical and application support to internal employees and external customers.

Accomplishments:

  • Implementation of a plan to reduce on-shore workforce from 209 to 159 without layoffs or compromising Service Level Agreements
  • Validated off-shore resources needed using workforce optimization tool
  • Developed and implemented a Quality Assurance program for on-shore and off-shore resources
  • Implemented Six Sigma-like analyses for the Quality Assurance program
  • Implemented programs that reversed declines in Customer Satisfaction utilizing Six Sigma-like analyses in the department

Sr. Enablement Manager
Managed a team of seven responsible for the telephony, ticketing, and knowledgebase systems supporting a four-state, 100-person technical support call center environment. Duties included management of the relationship between center management and the application owners supported by the call center, including the problem analytics reported to the centers for the supported applications.

Accomplishments:

  • Implemented new ticketing system into the call centers
  • Implemented new knowledge-base system into the call centers, including integration with ticketing system
  • Delivered Support Readiness for new home loan fulfillment application supported by the call centers
  • Developed and delivered operational and Service Level Agreement reporting to application owners

June to July, 2001

Deloitte Consulting, Chicago Illinois USA

Deloitte & Touche is the largest professional services firm in the world. In addition to its accounting practice, Deloitte is one of the largest business advisory firms in the world, providing strategic and operational management consulting, tax advisory, and financial advisory services to many of the world’s largest companies.

Contract Consultant

Supported bid response for Fortune 500 customer. Provided business process flows,
profiles of key personnel, and suggested strategic approaches for the bid response.

July 2000 to May 2001
Director
Oracle Corporation

Oracle Corporation is one of the major companies developing database management systems (DBMS), tools for database development, middle-tier software, enterprise resource planning software (ERP), customer relationship management software (CRM) and supply chain management (SCM) software.

Client Solutions
Cultivated development of business for consulting services to assigned Fortune 500 telecom accounts. Accomplishments included exceeding year-to-date booking objectives of $12 million. In a corporate reorganization in May, 2001, the Client Solutions Director position for Telecom was eliminated in America.
May 1982 to July 2000
Director
AT&T, Inc.

AT&T Inc. is the largest provider of both local and long distance telephone services, wireless service, and DSL Internet access in the United States.

Enterprise Service System Operations
Provided project management for replacement of existing enterprise resource planning system to Oracle software suite. Affected departments included: contract administration, call center management, national field service operations, materials management, customer billing, Managed Services, and full financial interfaces. Ultimate accountability and success were measured as effective management of the operational delivery of customer service within defined service level agreements to meet contractual obligations at reduced costs.

Service Center Implementation
Managed the activities and performance of a twenty two-member management team delivering contracts and new services customers (e.g., Dow Chemical and Comerica Bank) to the Managed Services environment. Three managers in the team were promoted during my tenure in this position.

Manager, Service Center Implementation
Managed the migration of large, complex customer processes and systems from the customer legacy system environment into the Managed Services environment, including the two largest contracts implemented by the company.

Senior Project Manager
Responsible for the implementation of multiple products, including voice, video, and
data, into the customer’s environment. As a team member, supported the business conversion of five disparate IT systems into a singular enterprise system. Responsibilities on this team included creation and implementation of the pre-sales process, training of the pre-sales process to managers across the company, and conversion of existing service requests to the system.

Consultant, System Design
Provided voice and video system design for standard company products. Fully supported
the sales effort with the account team including customer presentations, technical sales,
and proposal development.

Account Executive
Responsible for business development in large commercial and governmental accounts.
Exceeded all revenue objectives.