CECILE E. STEPHENSON
9410 S.W. 6th Street Residence: ***- 436. 7838
Pembroke Pines, FL 33025 Cell: ***- 536. 3161
Email: Public Profile: http://www.linkedin.com/in/cecilestephenson

EXECUTIVE PROFILE

Enthusiastic and dynamic Regulatory Compliance, Operations Management, Business
Process Improvement, Project Management Executive and Business Adviser with
critical thinking, results driven, detailed and process oriented attributes known
for outstanding leadership, flawless execution and unparalleled performance in
diverse service industries. Achieves operational excellence by strategically
directing operational resources, leading and implementing IT and operational
improvement initiatives for large public entities by increasing operating
margins, improving revenue cycle, diminishing lead times, and dramatically
improving customer satisfaction. Possesses proven track record of success in
improving organizational efficiency and effectiveness through instituting value
driven business processes, enabling technological solutions, maintaining
regulatory compliance, negotiating, drafting, and maintaining contracts, and
inspiring leadership. Areas of expertise include:
 * Six Sigma/Lean/BPR/BPM/BPO
 * Functional Project Management
 * Relationship Management
 * Business / Systems Analysis
 * System / Client Implementations
 * Regulatory Compliance
 * Change Management
 * Strategic Planning
 * Quality Assurance Strategy
 * Business Development
 * Operations Management
 * Financial Management / P&L
 * Business Process Improvement
 * Training Development / Delivery
 * Negotiating and Consulting

PROFESSIONAL SUMMARY

LIBERTY POWER CORPORATION, Fort Lauderdale, FL 2009- Present
(Fast growing national retail electricity provider serving 16+ states and a
broad spectrum of customer segments.)
Business Process Consultant (05/2009 - Present)
Oversee enterprise-wide quality management operational and system projects
applying Lean Six Sigma, Project Management, and SDLC methodologies. Advise
executive management in deploying organizational strategy / goals to drive
operational strategy and achieve business results through aligning projects and
business processes to meet critical customer requirements, maximizing supplier to
customer value chain, and garnering individual acceptance by applying Prosci's
ADKAR model. Also provides guidance in setting up an enterprise PMO.
 * Counsel executive leadership in setting up and leading Business Process
Steering, Project Steering, and Strategic Steering councils to monitor and
continuously improve project and business process performance.
 * Facilitate development of effective performance measures that provide
immediate feedback on financial and operational performance on projects and
processes.
ECS INTERNATIONAL, INC., Pembroke Pines, FL 2008 - 2009
(Provider of business performance / healthcare consulting services to small
business entities / professionals)
Business Strategist & Operations Improvement Advisor (03/2008 - 2009)
Advise, coach, and mentor small businesses / self-employed professionals on best
practices and management theories and methodologies to improve and sustain
operating efficiency and effectiveness and product and business development
strategies. Infuse business process improvement, operations management, project
/program management, event planning, and regulatory compliance expertise enabling
enhanced quality, timely delivery of products and services, increased customer
satisfaction, competitive ability, and top and bottom line results.
CRAWFORD & COMPANY, Plantation, FL 2006 - 2007
(The world's largest independent global provider of claims management solutions,
700 offices 63 countries.)
Director / Sr. Project Manager, Program Management Office, (PMO), (2006-2007)
Applied Lean Six Sigma to standardize and govern enterprise wide PMO processes
and policy compliance across four core business segments. Managed $50M portfolio
of projects. Administered Sarbanes-Oxley Act (SOX) compliance for IT development.
Implemented, monitored, and reported key performance indicators and managed
technology vendors and contracts. Directed Project Managers, Business, and
Quality Assurance Analysts and $5M budget for 200 + employees providing medical
bill review and case management services.
 * Enabled 47.5% billing savings, 11% for Preferred Provider Networks, and $367M
revenue for Bill Review.
CECILE E. STEPHENSON Page Two
 * Saved $125K within eight months of hire, absorbing loss of FTE through
attrition using Lean concepts.
 * Streamlined account set up, renewal, and non-renewal activities yielding $2M
in revenue per account for 16 accounts annually.
 * Headed California Insurance Guaranty Authority claim system conversion and
financial reconcilement retaining a $10M revenue account.
 * Utilized paralegal experience to revamp vendor contracts reducing business
risk, enforcing contractual obligations, and overseeing medical bill review
federal / state procedural and reporting regulations.
FIRST DATA CORPORATION, FDC, Coral Springs, FL 1997 - 2006
(Leading global provider of electronic commerce and payment solutions to
businesses and consumers worldwide.)
Director, Projects, Sales Services Operations (2004 - 2006)
Orchestrated design, development, testing, and implementation of new or enhanced
products and services, application systems, and process improvement initiatives
engaging business process re-engineering, Six Sigma, or Kaizen events for 400 +
employees for Sales Services Operations. Integrated new client business
development initiatives and managed $3M budget.
 * Produced average benefit of $250K per process improvement project using Six
Sigma / Lean for 4 projects.
 * Increased merchant account activations by 5% and improved activation
timeliness by 20% increasing average revenue by $4.50 per account for 500
accounts activated daily.
 * Developed and implemented merchant activation reporting which derived key
performance indicators monitoring financial, effectiveness, efficiency, and
quality of business process improvement initiatives.
 * Led Sales Operations' business venture initiatives with Burger King for its
gift card program and American Express for piloting its full service processing.
Achieved target business segment goals and increased profitability through
enhanced revenue streams.
Director, Accounts Services Product Management (2000 - 2004)
Oversaw application systems development, quality assurance, regulatory
compliance, and release changes for all account boarding products and systems
affecting FDC alliance partners, full service processors, distribution channels,
and sales force. Managed $8.5M P&L. Authored, maintained, and ensured compliance
to Business Continuity Plan. Served three years on FDC's Visa and MasterCard
Association Compliance Council. Acted as alternate member of site Business
Continuity Planning Command team. Promoted sales of bundled / unbundled functions
of FDC's account boarding systems to bank partners.
 * Established, administered, and served as team lead for Y2K Command Center for
Coral Springs facility receiving FDC's prestigious Winners' Circle Award for 1999
for smooth transition to new millennium.
 * Implemented new merchant account boarding system reducing unit costs 50%,
boosting productivity 25%, quality 30%, and diminishing lead time from three days
to one day in Account Implementation Services.
 * Received FDC Guardian of Excellence Award, 2000, Leader of the Pack Award for
1st Qtr 2000, Certificate of Excellence in Team Development, 2001, and Leader of
the Pack Award for 1st Qtr 2002 for consistently exceeding individual and team
performance objectives. Received 125% of annual bonus, 2001 and 2002.
Director, Product Support, Account Implementation Services (1998 - 2000)
Managed $3.5M budget and 30 staff providing project services. Developed and
delivered operations training for new account set up policies / procedures for
120 employees. Monitored compliance to billing / credit policies and bankcard
association rules for products / services. Reduced reject rate for new
applications by 20%.
Director, Business Analysis / Senior Business Analyst, Business Expansion (1997
- 1998)
Promoted to Director 6/98. Liaised between operational departments and IT for
implementing new systems / process improvements. Managed PMO Revenue Cycle
Redesign initiative plugging $350K revenue leakage due to account set up
defects.
SPHERION INC., formerly owned Interim Healthcare, Inc., Fort Lauderdale, FL 1995
- 1997
Business Analyst (1995 - 1997)
Implemented major home health care business product / system resulting in 15%
growth rate for over 400 nationally located health care offices with $1B combined
sales and ensured compliance to federal and state rules.

CECILE E. STEPHENSON Page Three
ASSURANT SOLUTIONS, Miami, FL 1990 - 1995
Business Operations Analyst / Project Leader (1994 - 1995)
Headed business process re-engineering project affecting 175 employees
processing $375M in property and casualty (P&C) premiums for 60 products across
global distribution channels. Incorporated dashboard reporting.
 * Realized $1.5M benefit in four years. Received Honorary Mention and Employee
of the Month Awards.
Supervisory Analyst (1990 - 1994)
Managed staff of 35 supporting P&C systems, rate, regulatory, product,
endorsement, and client implementations. Oversaw regulatory compliance, KRI's,
monthly financial reconciliation, and premium reporting for flood product to
FEMA. Implemented time tracking for resource planning, forecasting, and transfer
pricing.
 * Eliminated flood premium variance of  in one year and instituted 1st Career
Progression Program.
 * Enacted disaster recovery resuming operations following site destruction by
Hurricane Andrew, 1992.
WACHOVIA BANK, Atlanta, GA and Miami, FL Prior to 1990
Operations Officer / Technical Product Analyst - Coordinated and financially
reconciled