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MATTHEW HANDLON (586) 480-0303

42716 E. Winds Dr. Clinton Township, Michigan 48038

Program Implementation - Manage Multiple Programs Concurrently - Business Proces
s Management
Telecommunications - Call Center Operations - Telematics
Highly motivated Program Management professional with excellent organization, co
ordination, and planning experience leading programs to successful implementatio
n. Proven ability to lead and implement programs on time, while managing multipl
e programs simultaneously. Able to identify and capitalize on individual's skill
s and expertise to insure they have a positive impact and experience during prog
ram implementation. Creative team player with the ability to build and develop h
ighly focused, ambitious teams, utilizing strong relationship development skills
- Call Center Management
- Cost Reduction
- Process Change Management
- Resource Management
- Disaster Crisis Management
- Relationship Development

ONSTAR, Detroit, MI
Program Manager (2002-2010)
Designed and led OnStar Global Change Management which included integrating OnSt
ar China into the enterprise change management process and all global Call Cente
rs. Assigned as the Enterprise program manager to a variety of other programs an
d lead them to a successful on time implementation.
- Designed and implemented innovative electronic change management approval proc
ess and creating a paperless process for documenting all Global Change Managemen
t information utilizing MS Outlook, at no cost to the organization.
- Designed and implemented Department of Homeland Security Emergency Support Fun
ction desk model in OnStar's National Command Center for subscriber crisis manag
- Created and implemented change management communication process to insure all
employees in the organization received weekly communication on Global Change Man
agement activities.
Process Improvements
- Integrated Global Change Management and Call Center Change Management resource
s improving communication and engagement between business planners and implement
- Successfully managed and implemented five 34 weeks IT refinement major release
s, on time with no defects.
- Created innovative audit document and process, trained and audited staff, moni
toring the system to insure compliance with Sarbanes-Oxley Act. Reported status
to organizational leadership.
- Led enterprise Business Continuity program team, creating IT application workf
low models for all applications and are used as the playbook during systems reco
very operations.
- Facilitated cross functional 'GoFast' problem solving workshops, attended by 2
0-50 participants, assisted by 4-6 coaches in training supporting the workshops.
- Developed and facilitated Change Management training educating all employees o
n the process to insure they understood how to complete the process.
Call Center Operations Business Process Leader
Developed new processes and refined current processes resulting in improved the
customer experience, reducing operating costs, and increasing the customer value
Key Achievements:
- Chosen to be the Route Support process leader and initiated process and techno
logy changes that resulted in a $2 million reduction in annual operating cost, a
nd a five-point monthly average quality improvement.
- Led Call Center Change Control, insuring all changes received a full impacts a
nd business benefits analysis was documented and successfully implemented.
- Denison Project Leader, leading change initiatives that improved Call Center O
perations cultural survey scores, with recognition from the Denison organization
as some of the greatest improvements in one year.
Call Center Operations Manager
Managed the 24x7 daily operations in the southeast Michigan Call Center included
all Subscriber service advisors who provided service requests. Managed the supp
lier service delivery relationship, insuring service level agreements and adviso
rs quality scores were achieved.
Key Achievements:
- Introduced in 2002 to OnStar the daily 3.0 application restarts that stabilize
d the application, still in use today, 8 years later.
- Ensured that all service delivery to subscribers' business processes were effi
cient and modified as needed.
- Led the collaborative development and implementation of 3rd party law enforcem
ent vehicle tracking process for the DEA, U.S. Marshal, and other governmental a
- Improved supplier employee morale, and job enthusiasm, by implementing innovat
ive initiatives, resulting in improved subscriber quality scores.
*Gas can award, Wall of Fame, Post-it quality programs, and advisor mentorin
g sessions.
UNIVERSITY OF PHOENIX, Detroit, MI (2007 to Present) Faculty Member
Teaching Undergraduate and Graduate level courses; Management,
Theory Practice and Application, Organizational Behavior and Ethical Responsibi
lity, Critical Thinking, Strategies in Decision making, Corporate Culture and Or
ganizational Climate, and Operations Management.
Category Manager (2001-2002)
Manage a defined category of merchandise sold in all Farmer Jack supermarkets. D
eveloped weekly sales planned objectives, negotiated advertisement contracts wit
h suppliers. Forecasted and ordered merchandise for weekly advertised specials.
Developed and implemented all category shelf diagrams for item placement on stor
e shelves for the Midwest division.
Manager of Farmer Jack Return to Work Center (1998-1999)
Opened and managed the first center in the U.S. the facility that had a Doctor a
nd Physical Therapist where injured workers received follow up medical attention
and physical therapy until they were ready to return to their normal job. Negot
iated and obtained light duty contract work for the injured workers from outside
sources during their rehabilitation to offset the cost of operating the facilit
Michigan Group Safety Manager (1996-1997)
Manager and lead the staff of 20 Safety Coordinators, who played a key role in a
chieving the department budget objective for the first time in the department's
history. Set up new stores with safety equipment and trained store staff on all
safety procedures.
Store Management (1984-2001)
Successfully opened and integrated new acquisition grocery store into Farmer Jac
k culture. Managed business units with annual sales volume of 15 to 25 million,
with staff's that ranged from 75 to 150 employees. Managed business unit's with
annual payrolls, up to 2.1 million. In my first year as a Store Manager I increa
sed the stores annual sales by 9%.
Master of Arts Organizational Management
University of Phoenix, Detroit Michigan
Bachelor of Science in Business Management
University of Phoenix, Detroit Michigan