Anthony Ottati

Responsible for ensuring services provided to my assigned base of accounts meets contracted requirements and exceeds customer’s expectations, while maintaining a value-added relationship with key customer stakeholders. Responsible for building and maintaining a customer service relationship, driving company methodology, accountable for the overall service relationship and ensuring a first-class service experience is given for a specified group of Strategic customers.

Ensuring service commitments are met, retaining customers business and providing the conditions for customer confidence in services for future revenue growth. Engage in the development of the customer’s business strategy to provide industry and technology expertise and awareness of Lightpath capabilities. Provide support for sales on new services and renewals (e.g. RFP Responses, Contract Negotiations, MSA’s, Proposal and Solutions Development).

Key Achievements:

• Own the Customer Relationship for Strategic Accounts with annual Monthly Recurring Revenue of $60M
• Implement Customer Service Improvement Plans to address service issues and achieve improvements in service performance resulting in a 60% reduction in service tickets
• Develop service strategies to preserve and grow revenue while reducing churn
• Assess Capacity Utilization Reports and implement remediation plans to improve efficiencies
• Maintain in-depth working knowledge of the customer’s business operations and strategy
• Customer champion in Lightpath to ensure services meet customer Service Level Agreements and expectations

• Develop, prepare and deliver monthly Customer Stewardship Reports, Customer Service Plans, Customer Alliance Plans and Service Improvement Plans
• Negotiate Master Service Agreements and contractual Service Level Agreements

In charge of the day-to-day Operational activities of a $185MM company supporting a national Underwriting staff, Claims department, outside Producers and New Product implementation. Oversee daily production performed by 50 Operations Support staff, to and from Underwriters and Producers, assuring service, productivity, SOX compliance and quality goals are attained. Set department objectives, workflows and standardizations. Identify process improvement opportunities and implement changes across core processes. Drive the implementation of the Quality Assurance Program (QAP) for the Operations Support Staff. Collaborates with I/T regarding systems support, performance, problem resolution, automation advancement, data acquisition and report analysis.

Key Achievements:

• Managed Budget Planning and Expense Monitoring.
• Reduced OT by $250K in 2 years by improving the competency level of the Operations staff by hiring low-cost entry level college grads, cross-training personnel, promoting from within and centralizing field staff functions
• Created an Electronic Policy Delivery program resulting in the electronic delivery of 25% of the company’s 28K policies in the first year yielding a saving of $84K ($12/policy reduction in cost process)
• Implemented a Worker’s Comp application to replace a 20 year old software program that was no longer supported by any vendor. Estimated annual premium of $3.5MM
• Managed the implementation of a new Binding Authority business in a 6 month period that resulted in annual premium of $25MM+
• Collaborated with a vendor to design, test and implement a Business Owners Policy application. The application is estimated to produce an annual premium of $2.0MM
• Managed the implementation of a Commercial Umbrella Policy application to replace legacy system. Estimated annual premium of $2.0MM
• Reduced Overall Operations cost from 5% to 1.6% of $185MM annual Premium

Manage all Home Office Operation activities in support of a worldwide claims adjusting organization. Successfully developed & implemented corporate standards to pass a SOX audit and reverse Serious Deficiency ratings.

Key Achievements:

• Managed and develop the Corporate Support unit in all respects and according to the guidelines set by the Executive Office.

• Directly managed and oversaw all corporate computer systems use, maintenance and development in conjunction with the Marine O&S office.
• Developed, improved, and maintained work flow between A I Marine and AIGCS, AIU-ITG and Lexington with specific regard to claims processing, coding, reinsurance and A I Marine work product.
• Developed system reporting / Information to service major clientele.
• Assisted in the development and implementation of new eCommerce initiatives in conjunction with CLMD, the Marine Profit Center, and the O&S office.
• Established a Compliance department in conjunction with AIU/DBG Key Compliance Measurements and Sarbanes-Oxley Compliance initiatives.
• Created a Reinsurance group to administer the booking and billing of all Reinsurance between AIG Global Marine, DBG Accounting, AIU Reinsurance Billing and reinsurance partners.
• Developed and implemented a process to administer and reimburse overseas countries for monthly Loss Payment Report’s.

NextiraOne provides ongoing data and telecom support, maintenance, call center design, and network planning for enterprise network solutions including voice, data, and convergence solutions. During my tenure I assumed increasing leadership roles at all levels of the organization. During my tenure the company operated as NYNEX Meridian Systems, Nortel, Williams Communications Solutions and NextiraOne LLC.

Director of Operations (3/00 – 5/06)

Managed all Field Service Operation activities from NYC to Maine.

Key Achievements:

• Increased profit margins 5% annually from 2002 - 2006, with P&L responsibility for $70M+ annual revenue.
• Ensured profitability in all business areas by maximizing revenue opportunities ($1.5M in Technician and Manager generated field orders) and negotiating contract pricing.
• Reduced controllable assets (vehicles, tools, inventory) by 40%.
• Ranked as the Best in Class Service Organization in the company in 2004 & 2005.
• Established 3rd Part Logistics locations and Federal Express drop points for “just-in-time” delivery of materials.
• Established productivity goals and objectives for each member of my organization.
• Wrote a “Technician Handbook” defining clear guidelines for achieving stated goals and objectives.
• Managed an organization of 110+ Technicians, 16 Managers, 8 Design Engineers and Administrative personnel.
• Led senior management sponsored teams to establish corporate strategic plans and objectives.

National Account Service Manager (10/97 – 3/00)

Responsible for ensuring that all organizations directly performing daily maintenance, change orders, upgrades and installation activities met or exceeded our customer’s expectations.

Key Achievements:

• Negotiated Service Level Agreements for National Accounts that improved customer retention and loyalty from 73% to 87%, as well as generated increased revenue opportunities.
• Assigned dedicated resources in key customer geographical locations.
• Established the corporate strategic service direction for National Account customers.

• Managed all installation and maintenance services for National Accounts through a Matrix Management Model.
• I was the single point of contact for all service activity for National Accounts such as Johnson & Johnson, Viacom, and Starwood Hotels.

Business Re-Engineering Manager (6/96 – 10/97)

Provided support to drive implementation of New Business Models and Processes.

Key Achievements:

• Managed all aspects of the development of the Corporate Policy Manual.
• Lead multiple process improvement and standardization initiative teams in support of the corporate merger.
• Developed an Operation Transition Plan while serving on a Due Diligence team

• Developed, implemented, and managed the Process Improvement projects within and across business units.

Quality Advisor (1/95 - 6/96)

Implement Corporate Quality Initiative, driving quality throughout the organization.

Key Achievements:

• Conducted two corporate business assessments, based on the criteria established by the National Institute of Standards and Technology for the Malcolm Baldrige National Quality Award.
• Developed and executed detailed project plans, conducted interviews, identified key strengths and weaknesses, developed recommendations, drafted results, presented results to Corporate Cabinet and consulted on improvement action plans.
• Trained, facilitated, and coached process improvement teams including Customer Satisfaction improvement initiatives, Customer Account Reviews, Customer Value Metrics, and Return on Investment.
• Developed and implemented a Quality Audit program ensuring world class service on PBX system installations.

Materials Manager (7/91 – 12/94)

Provided materials support to the sales/service organizations. Managed company assets.

Key Achievements:

• Responsible for maintaining and managing inventory for the NYC Distribution Center, 60 service vehicles and 45 customer premise warehouses.
• Established service sparing and restocking strategy for New York branch.
• Increased order fill rate from 85% to 98%.
• Increased inventory accuracy from 88% to 99% by implementing a cycle count program based on usage.
• Eliminated overtime as a result of efficiencies implemented.
• Developed “just-in-time” delivery strategy to meet the service requirements of the New York branch.