Shelly Warmack

Experience

• 

  KPL

  Jan 1995 - Jan 2000

  Managed Database Entry, Customer Service, and Reception staff of 10 for small biotech company. Created custom reports for tracking customer activity, sales in queue, and inventory requirements • Sustained 100% retention of staff• Increased customer satisfaction scores from 3.7 to 4.8 out of 5 • Improved customer retention by 22% Supervised Database Entry staff and Sales Support Staff of 5. Developed and managed sales support programs, collaborated on product support materials, marketing plans, and fiscal budgets. Conducted outbound selling calls. Performed database administration.• Increased sales revenues in assigned territories by 43%• Gained 100% participation in new CRM database• Maintained 98% retention of staff• Exceeded all fiscal goals and budget

  • Customer Service Manager / Database Administrator

    Jan 1998 - Jan 2000

  • Sales Support Supervisor / Database Administrator

    Jan 1995 - Jan 1998
• 

  Digene a QIAGEN Company

  Dec 2000 - Jul 2007

  Managed Contract Administration and Customer Relations staff of 7 for a mid-sized biotech company. Designed and implemented training and morale programs. Created and tracked customer focused marketing programs. Managed ERP module, departmental resources, and quarterly revenue.• Increased productivity by 20%, attendance record of 97%, and maintained 100% retention with average tenure of 5 years via training and morale programs • Attained customer satisfaction scores 4.7 out of 5• Achieved quarterly revenue of $2M Show less Managed operations, productivity, and quarterly revenue of $1.2M with staff of 5. Developed, implemented, and tracked customer focused marketing programs. • Increased customer satisfaction scores from 3.9 to 4.7 out of 5 and customer retention from 78% to 91% year to year through customer focused programs, morale activities, and training of staff• Reduced order entry time from 4 minutes to 2 1/2 minutes through process improvements• Reduced short dated inventory carryover by $45k quarterly by proactive sales efforts• Successfully integrated Phase II for ERP on time and on budget to increase efficiency in order processing Show less Supervised staff of 4. Created custom databases, queries, and reports for customer activity tracking and sales in queue increasing proficiency. Performed market research to ensure competitiveness of service.• Maintained zero deviations in FDA and ISO audits through implementing and maintaining procedures and training staff• Achieved high retention levels of staff by conducting team building activities• Created “Order Placement Guides”, International Instruction Manual, and “Order Check Sheet” decreasing credits due to order entry errors by 25% Show less

  • Sr. Mgr. North America Customer Relations

    Jul 2004 - Jul 2007

  • Manager, North America Customer Relations

    Jun 2002 - Jun 2004

  • Supervisor, Customer Relations / Int'l Sales Coordinator

    Dec 2000 - May 2002
• 

  QIAGEN Inc.

  Jul 2007 - Nov 2010

  Manager, Customer Care

  Directed staff of 35+ (directly 7 and indirectly 18) and operations for a large Biotech company. Led efficiency efforts to develop and document process improvements. Managed Women’s Health business and revenues. Represented Customer Care in successful FDA and ISO audits. • Maintained employee retention of 99% resulting in minimal turnover costs and high morale increasing productivity• Created and Implemented Standard Operating Procedures for the department resulting in 100% compliance in FDA and ISO regulations • Increased Women’s Health revenue on average $1.5M per quarter• Led teams in integration of acquired companies on time and on budget, with UPS distribution integration resulting in $600k operational savings • Designed and implemented lot sequestering for large subsidiary increasing efficiency through automation from 72% to 100% and providing a savings to the customer of $2M.• Successful Call Center KPI’s of 1000 inbound calls a day, calls answered in 2 rings, 40 plus calls per person, service level exceeding 83%, at least 15 faxes per day per person, and maintaining less than 2% credits due to errorEvent Committee Chair 2007 - 2010Reporting to Executive management, proposed budget, theme, venue, and entertainment for 3 corporate events per year. • Recognized with 2010 Award for Exceptional Event Planning • Generated $5K+ in charitable contributions• Increased participation from 350 to 750+ while improving employee morale and promoting company spirit Show less

• 

  MedImmune

  May 2011 - now

  o Identify and develop areas of process improvement Managing, measuring, and reporting success Improving upstream and downstream capabilities and functionso Drive operational efficiencies – leading others to efficiencieso Manage the Return Process – partnering with Stericycle and Finance for return cost efficiencyo MedImmune customer relationships – initial point of contact for AP customer contactso Partnering with other departments to meet corporate strategic imperatives – as they relate to Distribution and Access Strategyo Respond to and provide analytical information to internal customers Show less Develop and refine, the processes of ordering and product distribution, including returns; MedImmune customer relations; compliance with SOX requirements; responding to and providing analytical information to internal customers; Manage and periodically review the Order to Cash process, provide documentation and guidance on becoming and staying compliant.  Assist in the management of internal Distribution systems and logistics Assist in managing the systems and processes pertaining to Order to Cash Manage return process and relationship with vendor – increased efficiency by 75% Documentation to support process changes - 50 SOP’s Development of Operations Manual and Communication Strategy Manage deduction resolution process and communication with Finance Manage ValueCentric database (IMA compliance and data)  Provide status and analytical reports  Proactively access current processes identifying areas to increase efficiency and implement changes Became Green Belt Certified in Lean Six Sigma o Project: Returns Process – Reduced FTE time spent from 90% to less than 15%, reduced return credits by 58% over previous year, reduced dollars credited by 69% over previous year, and a realized savings of $4.5M. o Recognized for success of project and savings to company with the company Gold Excellence Award Recognized for Collaboration with a Business Excellence Award Show less

  • Manager, Distribution Processes

    Aug 2013 - now

  • Senior Analyst, Distribution

    May 2011 - Aug 2013