Relevant Projects/Enhancements:

• Managed 100+ day-to-day professional, management, exempt and non-exempt staffs involved in a variety credit, bankruptcy, probate, legal and recovery operations with portfolios in excess of $250MM with more than 20,000 active cases.

• Expertise in core operational concerns of management strategies, budgetary practices, work flow, training programs, technology - software and hardware, performance, productivity and measurement methods, writing and implementing policies and procedures.

• Consulted and provided comprehensive analysis of work flow and production designed to improve operational effectiveness, reduce expense, meet budgetary goals and strategies coupled with extensive policy and procedure writing experience.

• Project management for upgrade and conversions of computer systems utilizing both mainframe and stand-alone hardware coupled with software integration.

• Developed innovative strategies to improve individual and operational performance evidenced by real and tangible dollar results.

• Selected third-party agents negotiated contracts and managed numerous multi-state sites coupled with performing on-site audits, implementing, motivating staff and team building with diverse groups for improved performances. Extensive background in writing and presenting RFP’s and contract bidding practices.

• Managed a 10 billion-dollar bank’s general ledger charge-off and recovery reporting in compliance with FDIC and OCC regulations.

• Designed and utilized Management Information Systems (MIS) to track production, enhanced process flows and to improve overall portfolio liquidation performance.

• Specialized knowledge of business policies and procedures, credit underwriting/granting, including contract law, government regulations, legal terminology and practices.

• Trained and implemented staff development programs in all areas of credit risk management practices and the Federal FDCPA (Fair Debt Collections Practice Act). Including telephone professionalism, speaking and listening skills, problem resolution, analysis and understanding motivation, negotiation techniques, cultural diversity issues, coupled with Computer Based Training (CBT) course design and the writing of course material.

Relevant Methodologies Used in Organizational Re-Engineering:

One needs to consider the speed, power, movement, and instant communication that characterize today's business environments. This has become far more necessary than the ability to manage physical assets and staff. Traditional financial measures have been supplemented with three additional perspectives - those of clients, internal business processes coupled with the training, growth and development of staff.

Before implementing a new strategy or program, it is prudent to undertake a review of the strategy to determine whether the newly defined process or re-engineering design will achieve the expected and targeted result(s). It is also important to determine whether or not the "target" exceeds the reality of the business environment to produce. Determine the impact on the organization's mission, and make necessary adjustments as appropriate before implementation.

The following will be reviewed to determine whether:

• Goals and objectives have been set.
- Meaningful targets have set
- Strategic initiatives are aligned with targets
- Resources are allocated, distributed to accomplish the stated goals
- Measurements and milestones have been established
- Teams have been established to accomplish the takes and orientation has been completed

• Objectives and goals have been clearly communicated.
- Communication and staff education have been implemented
- Individual, department and unit goals have been established
- Rewards have been communicated and linked to performance

• Feedback mechanisms on performance results have been instituted and are communicated to appropriate parties.

• Planning and strategic review timetables have been set.

• Strategic planning methodology covers important topics, such as:
- Financial/budgeting/resource allocation
- Internal business process
- Customer
- Learning and growth needs
- Long-term and short-term goals segments

• Use various analytical tools to measure the results obtained from the newly implemented strategies and plans.

• Coordinate and manage the details.

• Review results and make appropriate adjustments.

Relevant Management Philosophy

Although organizations varying in many ways, the most important element is always - PEOPLE. One's management success is built on the ability to creatively bring together the right people at the right time for the right reasons. This takes insight, intuition, and understanding of synergistic energies based on the ability to listen and value each individual. This creates the opportunity to manage and motivate and organization's most valuable asset - its people, and to make things happen in the world of the practical.

Education
B. S. Personnel & Labor Relations, Baltimore, Md

Stephen Hahn

Relevant Technology & Business Methodologies Experience

Technology:
• Cascading Style Sheets • DAO and ADO • SilverStream 4 • HTML/DHTML • MS SQL Server • SQL • JavaScript • MS Visual Basic • Sybase ASA • Java 2EE with servlets • Oracle • XML/XSLT • MS Suite • PowerBuilder 7-8-9 • MS 2000 Server • Rational Rose Enterprise

Business Methodologies:
• Team Empowerment • Expense Management • Bankruptcy • Project Management • Change Management • Maintenance • Facilities Management • JIT Inventory • Accounts Payable • Capital Management • Electronic Supplier Management • Supplier Consolidation & Negotiations

Relevant Professional Experience:

VP, Technical Operations, Collection Software Solutions
Seven years as a:
• Project Manager, Advanced Micro Devices, Inc.
• Developer, Advanced Micro Devices, Inc.
• Financial Analyst, Advanced Micro Devices, Inc., and Additional Experience:
• Internal Control Auditor, Bridgestone
• Non-commissioned Officer, US Army

Relevant Projects/Enhancements:

Online Project Management System for Facilities External Customers

• Designed, developed, and launched worldwide system across intranet to over 5000 users with additional support for external suppliers as part of Value Chain initiative.

• Extensive use of Java with servlets, Javascript, VB Script, XML and Oracle 8i database, using middle-tier technology in implementation.

• Additional responsibilities included systems administration, technical writing, documentation, UML analysis, change management, technology mentoring, and user training.

Client Server Project Management System for Facilities

• Project Manager on a Client Server application using PowerBuilder with 220 tables and 40 views using OLTP and Data warehouse principles on Oracle 8i.

• Built entire class library for PowerBuilder. All objects created for this application were inherited from the foundation class to maximize code reuse.

• Designed real-time business methodologies for Project Management system for labor and materials with a billing system

• Replaced all non-value-added processes and shortened the cycle time of the billing process, forecasting/reporting actual annual, quarterly and monthly budgets.

• Negotiated with executive management, and internal clients, consulted outside departments, and solved customers’ problems.

• Saved overhead cost approximately 60% with labor contractors with streamed lined system and processes.

• For the year 2000, the system tracked approximately $12M and in 2003 tracked $120M. In 2003, this system generated approximately 50,000 reports by users.

Online CANDOS System for AMD

• Lead developer on the design and implementation of a SilverStream 3.7(Java 2EE) with Oracle8i.

• The site was designed out of the need for senior and executive management to have quick, reliable and consistent data on the activities that surrounded this process.

• Senior and executive management now have decision-making data with a point and click.

• This system is published in a magazine “Quality Process” dated April 2002.

Other Projects

• Business systems analyst for worldwide SAP implementation within Facilities organizations.

• Forecasted and managed $180MM expense and $30M capital for AMD.

• Executed the design, schedule and direction for over 55 labor and material contractor companies totaling $40M using the TQM model.

• Acted as interface between procurement and facilities - this interface saved AMD $1.2M

• Performed internal department level audits and worked as interface with Corporate Internal Control.

• Acted as liaison officer with the contractors and department heads, interrelating with AMD facilities staff regarding their needs.

• Acted as liaison officer with AMD’s CFO, senior level VP’s, and directors for Facilities budget of $210M.

Systems Recognized in Publications
Quality Process- April 2002 Volume 35 Number 4
“Tools of Quality A Chip Maker's Unique Improvement Approach”
http://www.asq.org/pub/qualityprogress/past/0402

Education
B. A. Computer Information Science, St. Edward’s University, Austin, TX
• With Honors–Magna Cum Laude
A.S., Business Administration, Austin Community College, Austin, TX