Shelvie Washington
67 Comerford Street Port Jefferson Station, NY 11776
Home: (631) 828-1926 Mobile: (631) 387-2683

Targeting position as
Director of Operations

Managing financial, business and operations of multiple service branches.
Delivering consistent and significant revenue growth each year.
Driving process/performance improvements, business expansion and customer-service best practices.
Building, coaching and developing talented teams that deliver results consistently.


Fifteen-year track record of success in large customer-driven service businesses combined with an effective combination of people, business and communication skills. Full P&L operating responsibility for multiple branch offices: sales, marketing, operations, QC, customer service / satisfaction, public relations, call centers, human resources, inventory, warehouse management, business management, operations, and financial (including budgets and developing forecasts). Experienced in managing diverse staffs ranging from 5 to 18. Skilled in contract negotiations with third-party vendors, defining service level agreements, vendor selection, and vendor performance tracking.

Career History & Achievements

EMCOR/ EMCOR FACILITY SERVICES, Boston, MA2007 to Present
ACCOUNT DIRECTOR NORTHEAST, PORT JEFFERSON STATION, NY
Direct service fulfillment operation for customer portfolio (570 Stop & Shop and Giant facilities) throughout the Northeast. Manage $26 million P&L, fleet maintenance (70 vehicles), safety, billing, accounts receivable and 90 employees, including 68 field service technicians. Manage facility repairs, processes and associated costs for the supermarket chains, including food equipment, plumbing, electrical, refrigeration, carpentry.

KEY IMPACT: Delivered 158% in new service business (from $6 million to $15.5 million) within 12 months through service expansion and establishing processes as well as ISO 9001 standards.

Partnered with EMCOR and customer IT teams to develop and implement Field Force Automation project, enabling real-time monitoring and reporting of technician productivity. Results: Projected annual inventory savings of $350,000.
Designed and implemented inventory management system to support customers, including processes for replenishment and on-time part ordering. Results: Material revenue increased by $2 million.
Boosted customer-service satisfaction from 3.7 to a high of 4.5 rating (scale: 1-5) over 12 months through implementation of a training and development program enhancing technicians skill sets.
Recruited 34 technicians to effectively service and meet customer needs. Developed, mentored and promoted 2 managers to account managers.

SEARS HOLDING CORPORATION HOME SERVICES, Long Island, NY2002 to 2007
DISTRICT GENERAL MANAGER NEW YORK MARKET (2004 to 2007) and BOSTON MARKET (2002 to 2004)
Recruited to grow the business while keeping operating costs in line. Managed P&L for 9 facilities in NY metro area with 350 associates, fleet of 370 vehicles, safety, route management, community relations, branch sales (appliances and parts), technician ancillary sales and B2B sales at Home Improvement and Sears retail stores (HVAC installation, siding, carpet cleaning). Initially managed Boston market with $13 million budget and 175 associates. Then, transferred to $30 million NY district with 350 associates.

KEY IMPACT: Consolidated 2 historically underperforming districts into one, leading turnaround from #49 and #47 respectively to rank 3 overall out of 49 in Home Services division nationwide. Delivered $22 million (12.8% increase) in sales over 2 years. EDITDA improved 7% over plan.

Led $30 million Product Services District in NY Metro that provided 445,000+ home appliance, HVAC and electronic repair services as well as installations to residential customers.

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Tapped to serve on a corporate project team and identified service growth opportunities in both Kmart and Sears. Played pivotal role in development of national sales campaigns and overall service strategy that expanded store service offerings company-wide.
Results: 1 full percent increase in service contract penetration at POS; 1.8% reduction of return on deliverables through process development; 1% improvement in installation attachment rate of sales.
Thwarted unionizing attempt at a branch by addressing staffing issues and implementing process improvements.
Built and led teams that included technicians and resolved routing issues impacting the district, following companys consolidation of 49 dispatching offices.
Streamlined payroll, implemented cross training, improved forecasting accuracy, drove best practices, and increased customer satisfaction/service in the NY District.
Standardized processes for parts ordering, repairs and product sales. Implemented ISO 9001 standards district-wide.

BEST BUY, Los Angeles, CA 2001 to 2002
REGIONAL HOME SERVICE MANAGER
Managed fulfillment of service repairs/installations of consumer electronics products, while growing sales penetration for store offerings of service contracts. Expanded service work force; implemented Standard Operating Procedures and cost-effective business practices. Managed $8 million budget and team of 45 service technicians plus 60 vendors that supported installations and repairs. Oversaw service installations from 120 stores in Southern California and Arizona.

KEY IMPACT: Led a positive culture change among retail team to provide post-sale product support based on SOPs. Results: Reduced returns to 9% in region; improved service offerings; increased profit margins of service sales from .6% to 1.2% within 12 months.
Grew installer base to meet increased store sales and implemented scorecard system to improve installer service fulfillment from 14 days to just 7 days. Results led to 2% reduction in returned products.
Trained service managers on key processes that improved truck inventory turns by 2 and overall business management. Results: Parts orders trended downwards from 22% to 18% each month, recalls from 9% to 7% and in-home service completions increased from 5.2 to 6.6 per day.

MONTGOMERY WARD / HOME SERVICE DIVISION1995 to 2001
FINANCE & OPERATIONS MANAGER WESTERN REGION, Garden Grove, CA 1999 to 2001
Promoted to manage P&L of the companys Western Region with 7 service branches, 1100 associates and $60 million budget. Scope included capital projects, warranty billing, third party sales, call center and fleet management (510 vehicles). Instrumental in nationwide expansion of A&E brand producing 37% revenue increase over 2 years. Developed standardized processes and successfully consolidated Western Region into the new call center.

DISTRICT MANAGER Los Angeles, CA1997 to 1999
Advanced to direct a district with 75 field service technicians and 2 staff managers. Served on a team that created A&E Services to team up with other retailers in servicing customers. Managed $12 million P&L, service fulfillment, contract sales, part sales, routing, store relations and staff productivity.
Selected to pilot the A&E brand in the Western Region and improved service levels to core customers.
Increased production rate 30% based on completion of calls through a commission pay plan for service technicians
Rolled out parts delivery program eliminating daily shuttle and cutting costs 7% without increasing inventory shrink.
Developed and promoted 3 associates who effectively moved into various management roles as brand grew.

MEGA SHOP SUPERVISOR, Garden Grove, CA1995 to 1997
Reorganized and managed staff of 45 in shop repairs in Los Angeles market; improved cost structure for carry-in repairs of consumer electronics. Established processes that improved product flow and the customer experience. Increased productivity through a commission pay plan for technicians; shop became the most productive company-wide.

Education: Bachelor of Arts (Sociology) California State University of Dominguez
Computer skills: Microsoft Office applications (Word, Excel, PowerPoint) and Lotus Notes