Father / HUSBAND / VP Customer Success

Brandon doss

"I love applying what I have learned in life and my career to my company and watching growth and the “The light go on” in others and in processes."

I joined SMARTRENT and three months later the company went public. Within the first six months, the newly opened Scottsdale office was moved back to an in-office environment. During this time there was an overall change and focus on investors and our overall profitability. Regularly communicated results to executive management. Incorporation of multiple changes within the
Customer Operations and Success Department to increase revenue and operate as lean as possible during our first-year public. Continued focus on overall process, systems, and training improvements to decrease overhead, reduce risk and increase revenue.VP of Customer Support & Success Operations (July 2021 – August 2023)
Oversee and develop the operations customer success division. Accountable for developing and meeting company goals while supplying expertise and guidance in operations, projects, systems, and overall tech support success. Leverage data and financial analysis, workforce management and innovate to inform, advise, problem solve and influence decisions and outcomes that align
with strategic priorities. Develop and implement training and quality assurance programs for new hires and experienced employees. Establish and maintain success performance metrics.

I joined Mr. Cooper Mortgage during a time of change. Within two years, the newly opened Chandler office was a leader in overall production across sites in servicing. Member of the senior management team driving company strategy, culture and behavior. Regularly communicated results to executive management. Selected for company sponsored Brand Ambassador program in
rolling out and mastering the company name change from Nationstar to Mr. Cooper. Continued focus on overall process, systems, and training improvements to decrease overhead, reduce risk and increase revenue.AVP of Operations and Customer Success (July 2013 – July 2021)
Created the strategy for customer success growth and contributed to product improvements which have resulted in continued significant revenue increases during tenure. Worked closely with the executive management team to provide regular updates on the customer success division and growth opportunities. Developed the vision with creation of messaging, innovative
training systems, materials and worked closely with executive management and learning and development to impact top-line revenue and call center success results. Overall leader in digital footprint with customers and overall usage of innovative company web design platforms. Close evaluation and assessment of retention and best practices to drive continued strength in
culture. Effective top-down leadership of 190+ Staff along with 12 Management Leaders. Built training development methodology to transform the team from entry level phone agents to high-end performing agents through empowered leadership, industry knowledge, and overall succession planning.

Recovery MHA Coordinator & Project Manager (July 2011– July 2013)
Initial project design and coordination for Chase Home Equity departments process for MHA coordination. Created training, system specifications, call campaigns and overall process flow for department of 150+ call center agents and 8 Management Leaders. Coordination and oversite of an additional 100+ call center agents along with training and development. Worked closely with executive management team to provide updates and monthly income streams of 6MM average per quarter. Collaborated with department management team to determine priorities for both policy/procedure enhancements and overall call activity.Recovery Department Manager (September 2010– July 2011)
Responsible for the Home Equity Recovery division and driving overall production. Built a team of representatives responsible for the oversight of our real estate recovery loans. Worked within the department by evaluating, modifying existing management team while bringing fostering more creative approached to minimizing bank losses and risks. Established and monitored baseline KPIs while identifying and analyzing personality traits to develop existing staff for success. Monitoring customer satisfaction and best in class service as dictated by our customers. Overall management of 25+ Staff along with 2 Management Leads.Vice President Business Banking (August 2009– September 2010)
Responsible for Business banking management division and driving overall production. Developed a team of 30+ senior level employees. Involved in the management, leasing and legal procedures for diverse portfolios. Established streamline processes to assisting in making clear and concise decisions for our customers. Evaluated and changed KPIs as needed while identifying and analyzing personality traits to develop existing staff for customer experience success. Monitoring customer satisfaction and best in class service as dictated by our customers.Loss Mitigation/Modification Manager (September 2005– August 2009)
Responsible for the loss mitigation division and driving overall production. Built a team of representatives responsible for the oversight of our collections, unsecured portfolios, modifications and short sale/deed in Lieu business. Worked with executive leadership team to develop continued best practices and strategies to provide world class customer service. Monitored baseline KPIs while identifying and analyzing loans and ways in which we could assist our customers. traits to customize training and coaching for individualized success. Displayed leadership of 20+ Staff and fostered a culture of success, fun and teamwork."

Chase: Responsible for starting up and establishing the Chase 2MP Obama Modification program for the Recovery Department. This brought in an additional 40 million in revenue. Feel free to read about it at
ModificationMr. Cooper - Established the AZ CS Department and worked with our Parent Site in Texas to incorporate plans and processes.Set up Department & Staff Training Department & Nesting all established (rolled out to Parent site)Standards in place overall along with Department SOP’S.Call Vault - Created a database that compiled good and bad 30 second call segments during a phone-call. This evolved into out-sourcing coaching clinics with web cams. Brought QA scores from 85 to 95%. Trained every trainer, representative, supervisor, lead, VP and SVP after which it was taken international.

(Current) ProMedTek - Director of Patient SupportAt PromedTek, I have established a Call Center that has experienced 50% Growth. I did this by building a department structure that includes 1 supervisor, 2 leads, and 18 call center reps. I also set up all strategy, quality standards and metrics for all outgoing calls and marketing,As a leader, I strongly believe in weekly coaching. I do Nesting Round tables, Side by Side Agents, Nesting grading scales and a Nesting Roadmap to encourage success.On the communication front, I setup peer meetings on Fridays where we discuss wins, challenges, and best practices as well as daily huddles for managers where we role play and discuss direction and focus.I develop talent by setting monthly Manager/Lead One on Ones. Giving monthly questionnaires, giving them space to set and be accountable for action plans as well as giving each Management/Lead a portion of production and people whom they are responsible for.