MARK E.

SANDERS
3625 Oxford Ave., Apt. 1B; Riverdale, NY 10463
Mobile: (617) 519-5371 * ms695d36@westpost.net
_________________________________________________________________________
SUMMARY
* Customer Service & Satisfaction
* Needs Assessment & Problem Resolution
* Regional & National Accounts Management
* Process Strategies & Continuous Improvement
* Relationship Building, Leveraging & Management
* Individual/Group Training & Presentations
* Exceptional Communication Skills
* Cross-Functional Team Collaboration

EXPERIENCE
ONEWIRE, INC., New York, NY 2009 - 2010
Account Manager
Developed and maintained relationships with key clients, supporting the sales cy
cle; implemented training and adoption of OneWire product suite

JOHN HANCOCK, Boston, MA 2000 - 2009

Divisional Service Manager - Wealth Management Division 20
06-2009
Promoted to Divisional Service Manager role providing sales support and problem
resolution for Division's 30 external/internal annuity wholesalers in 13-state W
irehouse division (combined sales impact exceeding $2B annually), covering leadi
ng wire house brokerage firms; as sole Division contact, collaborate with sales
force to identify, track, monitor/recommend solutions to escalated or prevailing
service issues; train individuals/ groups; present product/procedural initiativ
es at team, sales and marketing and Division meetings; invited to exclusive regi
onal/national sales meetings to provide updates on internal initiatives; champio
n stellar service act as liaison with all departments company-wide, building a r
eputation for ability to handle every type of situation
* Instrumental in annuity sales growth, hitting a record high totaling over $10
billion in 2007 by providing exceptional problem resolution, sales support and p
roduct/procedural expertise. Ensured that the sales force maintained positive pe
rception of company in the field, and that escalated service issues were resolve
d accurately and efficiently
* Contributed directly to improvements of internal business units, achieving tig
hter quality control and increased efficiencies. Meet with all management levels
in New Business, In-Force Administration and Contact Center areas to identify p
reventative measures and improve operating processes
* Streamlined turnaround time for new business processed from a 3-5 day to a 1-2
day standard
* Improved accuracy of outgoing financial transactions from 70% to 98%
* Instrumental in reducing complaints within the Contact Center by building cons
ensus and championing a common vision among Center personnel and the sales force
. Changed sales force's perception from "us vs. them" mentality to a positive vi
ew, a key accomplishment given the strong personalities and highly competitive e
nvironment.
Team Leader - Wealth Management Division 2005-2006
Managed a 23-member Customer Service Representatives (CSRs) team in a dynamic, e
ver-changing call center environment - where they commanded and managed a vast a
mount of products/procedures while John Hancock merged with its parent company M
anulife Financial. Monitored team's progress and performances, discussing their
strengths, challenges and overall development strategy with Department Manager

Mark E. Sanders Page 2

* Conquered challenges related to the merger while maintaining exceptional servi

ce levels transparent to the outside world; business integration involved mergin
g the companies' 2 call centers and 2 product lines; quickly learned 45 annuity
products and trained team on product line's nuances
* Led team in meeting target of maintaining 80% service level despite complexiti
es with increases in call volumes during company's enormous growth period with m
odest staffing enhancements; call volumes increased from 3,000+ to 5,000 per day
based largely on Manulife Financial merger; team fielded 80% of incoming calls
within 20-second standard
* Demonstrated strong personal commitment to coaching/training team members on a
n ongoing basis, with emphasis on products, procedures, call techniques and prof
essional development; trained reps how to command/access unfamiliar information
using both system and human resources company-wide
Client Service Quality Specialist - Wealth Management Division 2003-2005
* Significantly improved efficiencies and overall call skills by recommending/im
plementing procedure changes, identifying call skills training needs for team, a
nd providing feedback to team members through call monitoring and call skills se
ssions.
* Performed central role in achieving goal set forth by upper management to atta
in 1st quartile (among total of 36 in the industry) of all DALBAR participants;
analyzed/provided feedback on enhancing CSR call skills; monitored phone calls b
ased upon criteria; met with CSRs to discuss strengths/weaknesses
Customer Service Representative 2000-2003
Promoted to Summit Team, an exclusive cross-functional group handling company's
top producers; each bringing in a minimum of $10 million in sales annually; hand
led incoming calls from advisors' offices provided complete service from front t
o back
* Consistently exceeded company goals, handling a high number of calls each day,
maintaining high quality scores, and processing high levels of transactions in
a timely manner; became active in the company's mentoring program and assisted i
n training 10 new hires.
ADDITIONAL EXPERIENCE
Assistant to the Chief Clerk - Oklahoma State House of Representatives
1999-2000

EDUCATION
* M.B.A., Finance; Mercy College, Dobbs Ferry, NY May -2012
* License - FINRA Series 6
* B.A., University of Central Oklahoma - Edmond, OK; Journalism/English
2000

SKILLS: Sales force CRM, Seibel CRM, Outlook, Microsoft Office

INTERESTS: Cycling, Snowboarding, Reading, Golf, Music, Travel, Tennis