Jerri Stull

Jerri Stull

Summary

Management professional experienced in the direction and oversight of departmental operations and in leadership of business process analysis and process improvement projects.  Success in this role resulted in customer retention, implementation of more efficient systems, streamlined processes and increased or new revenue streams.

Extensive experience in developing and authoring business requirements for multiple back office applications used to support telecommunication services providers.  Provided thought leadership and operational direction to client teams during revenue assurance engagements which resulted in the successful identification and capture of unbilled revenue.

Management and Leadership

Create a stress free environment by setting clear and concise directions and expectations and maintaining activities to support goals.  Direct and empower teams to analyze and improve processes, software and tools, identify and quantify problem areas, recover revenues and institute corrective action and implement metrics.  Institute and instruct team members to identify areas of revenue leakage, quantify costs and develop processes to support and improve efficiencies in core systems and business practices.

Organizational and Process Improvement

Evaluated and reorganized the payment processing department, in a company that provides cable, voice and ISP services.  Successfully established and implemented departmental metrics and lockbox vendor performance measurements.  Recommendations were implemented and time to apply customer payments decreased from seven days to eight hours; a 200% throughput increase and improved cash flow.

Analysis / Problem Solving

Identified and recovered $2.5M of revenue available for immediate billing during a six week examination of revenue affecting processes.  Delivered current state process flows with recommendations for improvement and enhancement; also recommended software enhancements and organizational changes.  Directed mapping of transactions used in the processing of the customer life cycle, resulting in the understanding of the relationship of error transactions with billing errors.  Performed root cause analysis of error transactions and provided thought leadership to install new processes to provide irreversible, corrective actions.

Work History

Work History
Sep 2005 - Aug 2007

Senior Project Manager, Senior Business Process Analyst, Service Consultant

Interactions Corporation

Challenge:  Support all activities for the design and build of custom software applications.  Create supporting documentation for implementation of proof of concept in short project timelines.

Project Management:  Developed project plans to support desired project timelines; coordinated programming activities, hardware configurations for all environments (build, test and production), testing activities, and post implementation support.

Senior Business Process Analyst:  Developed and authored business requirements to build automated customer service applications (IVR – Interactive Voice Response) for banking, collections and media distribution.  Conducted interviews with process owners and documented current business procedures and rules.  Developed test cases from application requirements and facilitated Internal Quality Assurance efforts.

Jul 2004 - Sep 2005

Owner / General Manager

Vapor Clean Grout & Tile

Sold products and services specializing in the care and maintenance of residential tile and grout using systems designed to clean without the use of chemicals.

Sep 1998 - Dec 2004

Senior Telecommunications Consultant

The Management Network Group

Challenge: To quickly adapt to the breadth, scope and diversity of every consulting engagement coupled with the necessity to deliver measurable and quantifiable results to clients in short duration assignments.  Develop functional requirements to use in the selection process (RFI/RFP) of new software solutions or enhancement of legacy system(s).  Analyze current processes and systems and determine areas of improvement. Train cross-functional groups to enhance efficiency of operations. Prevent revenue loss and enhance cash flow.

  • Consulted in the development of functional and business requirements for the use of RFI / RFP selection and implementation (and enhancement) of software to support end-user billing of telecommunication services.  Services included: Sales, Mediation, Order Management, Provisioning, Work Flow Management, Billing, Invoice Processing, Payment Processing, Credit and Collections.  Creation of functional requirements also included OSS infrastructure of a CATV company transitioning to CLEC / Inter-Exchange Carrier status.  Collaborated in the creation of future state functional requirements for the entire BOSS infrastructure for a company’s entry into the telecommunications market and used for major RFP endeavor.
  • Participated in examination of revenue affecting process for a US company providing broadband services, cable TV, Internet services and local telephone services in 12 major markets.  Identified $2.5M of revenue available for immediate billing during a six week examination of revenue affecting processes.
  • Project member participating in efforts to review functional processes across facilities based carrier.  Directed process teams from all corporate functional areas in efforts to document processes, report on and present quantified results to senior managers.  Resulted in improved processes across all departments, reducing customer provisioning and activation timelines and subsequently enhanced cash flow.
  • Team lead for a process re-engineering effort of a payment processing department of a company that provided broadband services, cable TV, Internet services and local telephone services in 12 major markets.  Reorganized the department and altered processes, resulting in enhanced payment posting performance and accuracy.
  • Consulting lead chartered with development and documentation of process flows for future state billing system to be implemented by vendors.  Documented processes were used as a primary training tool for internal users of the system.
  • Consulting team member solicited to lead trouble-shooting activities for billing operations of legacy software for a competitive retailer of electric energy.  Directed mapping of transaction processing with the customer life cycle, resulting in the understanding of the relationship of error transactions with billing errors.  Performed root cause analysis of error transactions and provided thought leadership to install new processes to provide irreversible, corrective actions.
Aug 1997 - Aug 1998

Director of Information Systems Operations & Billing Operations

Challenge:  Create an internal department to support daily operations for internal customers (departments) to support rapid company growth.  Develop policies and procedures to support monthly billing to end user customers.  Streamline and improve processes to ensure accuracy of customer invoices.

  • Directed and supervised staff of daily billing operations and all end-user reporting functions for IXC.  Governed efforts to document operational procedures on in-house developed application.  Developed reporting criteria to support internal departments.
Aug 1993 - Aug 1997

Director of Billing Systems & Operations, Information Systems Associate

Colorado River Communications

Challenge:  Selected by Senior Management to implement a new back office application suite to support current customer base and facilitate nation-wide expansion into additional markets.  Develop policies and procedures to support monthly billing to end user customers.

  • Developed and operated microcomputer database models used for network traffic analysis, rebilling of wholesale telecommunications resellers, and line cost (transmission) administration.
  • Coordinated installation of network facilities (LEC feature-group circuits and fiber optic/digital microwave) with network provider to facilitate capture of customer base. Performed all customer service and service implementation coordination for geographically remote customer base; including order processing to underlying carriers, dialer installation and maintenance, and end-user billing inquiries.
  • Executed billing activities of legacy system, daily operations and internal company support in parallel to supporting integration efforts of new billing system.  Part of a small team that successfully implemented the new billing system in six months and under budget.
  • Provided ongoing management of the company’s billing system and production of monthly billing cycles, encompassing: management of outside vendors; supervised end-user invoice reprint activities; administered customer service activities to include use of billing hardware and software, and performed end-user training as well as trouble-shooting activities.

Education

Education

Six Sigma Green Belt

Villanova University