William Byrnes Resume

• Grew aftermarket service parts sales by 15% per year for six years. [American Honda Motor Company]
• Led service organization to achieve #1 in Industry Customer Satisfaction for 5 consecutive years [American Honda Motor Company]
• Improved aftermarket service parts sales from $36M to $50M annually. [Federal Signal, ESG]
• Generated $40M in net profit by transforming Company’s service department into a profit center. [American Honda Motor Company]
• Reduced manufacturing waste costs by over $8M / year via development and deployment of a lean production system in 37 plants. [Champion Enterprises]
• Set up global service and parts structure that increased international service part sales by 20% [Federal Signal, ESG]

DONLEN-HERTZ, Bannockburn, IL, 2014 to 2017

Most innovative and technologically advanced fleet management services company in the US.

Vice President-Contact Centers

Responsible for long term strategy and day to day operations for two contact centers with 80+ technical and driver support staff that support Donlen's fleet customers by validating vehicle repairs, controlling repair cost and assisting Donlen drivers to solve problems. Charged with the responsibility to grow a world class contact center operation.

• Reduced average time to answer from 90 seconds to 18 seconds in 120 days.
• Reduced abandon rate from 5% to .4% in 120 days.
• Improved Fraser quality rating to 98%. Led both the maintenance and driver call centers to receive World Class Ranking by the Fraser group.
• Directed and led the implementation of a state-of-the-art purchase order and billing system. Increased the number of dealers and repair shops who purchased the system 150% in three months. Maintained outstanding customer and employee acceptance of the new system..
• Realized a 35% increase in Donlen’s maintenance business without increasing headcount.

FEDERAL SIGNAL – ENVIRONMENTAL SOLUTIONS GROUP, Elgin, IL, 2005 to 2013

Premier heavy equipment manufacturer of Elgin sweepers, Vactor sewer-storm drain cleaners, and Jetstream water-blasting equipment.

Vice President/General Manager – Service and Parts

Reported to the President of the Environmental Solutions Group. Responsible leading, developing strategic and tactical plans for worldwide service and parts service both a dealer and direct channels of distribution. Directed 7 direct reports and 100 total staff.

• Increased aftermarket dealer channel parts sales from $36M to $50M.
• Increased service and parts revenue for direct channel distribution to $25M per year.
• Developed a refurbishing initiative that will generate $80M in additional yearly revenue.
• Successfully combined and led an aftermarket dealer channel parts sales organization with annual sales of $50M with a direct channel service, parts and used truck sales organization with annual sales of $25M for combined sales of $75M.
• Increased operating margin to 20%.
• Lead global service and parts operations including aftermarket parts distribution, parts sales, parts product development, 5 direct customer service centers, technical publications, training, field service management, 4 technical support call centers, dealer support, marketing, long-term strategy, and dealer development. Developed and implemented long term strategic plans.
• Developed a stand-alone parts distribution network. Created support mechanisms from scratch including logistics, part number administration, electronic parts catalog, freight rating and customer service virtual call centers.
• Improved service parts fulfillment rate to 98.8% and reduced inventory by 20% with a 7.5 annual turn rate.
• Developed and implemented lean initiatives that resulted in a 15% reduction in parts staffing.
• Implemented freight logistic systems and ERP system that led to 10% reduction in inbound freight expense.
• Championed and, established service management and customer handling training programs; realized an average of $40K per month in shop manual sales and $10K per month in training revenue.
• Resolved over 170 product problems within one year by developing and implementing a Closed Loop Product Quality Feedback System for Elgin street sweeper products.

CHAMPION ENTERPRISES, Auburn Hills, (2002 to 2005)

Worlds largest builder of manufactured and modular homes

Vice President – Continuous Improvement

Recruited by CEO to lead organizational turnaround efforts for profitability and productivity. Reported the President of Operations. Accountable for developing and deploying lean enterprise and service systems in 48 North American plants. Directed 4 Regional Continuous Improvement managers and 48 plant Continuous Improvement supervisors.

• Reduced manufacturing waste by over $8M / year via installment of lean production systems in 37 plants.
• Improved product quality and reduced warranty expense by $800K within eight months by designing and deploying an innovative quality process.
• Improved Customer Satisfaction Index (CSI) from 87% to over 90%; created and implemented CSI, safety, and service systems in all plants.
• Configured and installed new service system for Navision ERP deployment.

FLEETWOOD ENTERPRISES, Riverside, CA (1995-2002)

$2.5B manufacturer of manufactured homes and RV's.

Vice President – Service and Field Installation

Reported to the SVP of the Housing Group, supervised a corporate staff 10, and 29 remote service and parts managers. Responsible for strategy and tactics for a field staff of over 900 persons. Maintained strong relationships with 1,350 independent Retailers.

• Positioned and accentuated service as a strategic marketing weapon; developed state-of-the-art MIS/ERP solution to provide service support.
• Increased service contract sales 50% and parts sales 30% by developing strategy to transform service into a profit center with long-term profitability goal; launched and managed seven remote parts warehouses. 
• Slashed warranty costs 20% and customer complaints 70% while maintaining customer benefits by radically restructuring service organization; developed and implemented effective systems, hardware, software support, policies, and procedures.
• Established parts sales to retailers and customers and extended service contracts; implemented P&L methods to manage service resulting in income of 30% over total service cost.
• Started-up three regional state-of-the-art call centers equipped with the latest technology and systems.
• Reduced service support staff by 25% and breach-of-warranty lawsuits by 85%.
• Decreased warranty costs 10% by establishing closed-loop product-quality feedback systems.

AMERICAN HONDA MOTOR COMPANY, Torrance, CA (1977-1994)

$20B manufacturer / distributor automobiles, motorcycles and power equipment. Responsible for strategy and tactics for 1200 dealers, supervised 8 direct corporate reports and 12 field managers with 300 staff in the corporate off and 10 regional offices. Accountable for $400M P7L.

Vice President – Service Operations (Service, Parts and Field Product Quality)

• Turned around service organization to achieve #1 in owner loyalty, and #1 ranking on J.D. Power Customer Satisfaction Index for five consecutive years.
• Developed and implemented a service contract exclusive for Honda dealers that generated $20M revenue in its first year and ultimately spun off into a new division that generated $40M in net profit.
• Increased Dealer service and parts revenue 15% for six straight years by developing and implementing Dealer Service Management and Marketing systems.
• Improved parts sales by 15% per year for six straight years.
• Created export service department and developed systems to support expansion sales of North American-built cars to foreign markets.
• Overhauled American Honda Motor Company’s warranty program.
• Reduced warranty costs from $300 to $50 per car, and warranty claim payment from nine months to one day.
• Improved warranty collection from suppliers from 45% to 97%.
• Maintained #1 position in service dealer relations; built solid relations with 1000 Honda and Acura dealers.

Bachelor of Arts ♦ St. Peter’s University
Ongoing education includes completing coursework in Accounting through UCLA Extension plus training in quality, problem solving, decision-making, and project management.