University of Oregon

Lewis and Clark College

Looking for a new career. Rainmaker, pathfinder, storyteller. Sophisticated, too. I've worn black since I was twelve.

Bend, Oregon, United States

Planned, implemented, monitored, developed, and managed the legislative consumer electronic recycling collection programs for Oregon and Hawaii (8M+ combined annual revenue). •Executed, oversaw, and re-negotiated (annually) 500+ legislative and B2B service agreements across multi-functional and diversified industries, organizations, and business sectors, which, combined, enabled URT’s 75,000 square-foot de-manufacturing facility in Clackamas (Oregon) to process more than 18M+ pounds of electronic and universal waste annually•Developed URT’s long-term sustainability strategy in Oregon and Hawaii, taking into account the environmental and social footprint of URT’s value chain, emerging opportunities and risks, global consumer trends, and competitive activity; strengthened all Original Electronic Manufacturer (OEM) partnerships by offering “closed loop” recommendations and solutions in relation to waste reduction and elimination; resolved regulatory challenges by helping State and Federal agencies understand the potential options for their solid and hazardous waste streams, and discussed ways to best manage them using sound scientific principles; solicited and engaged academia in the national and global “zero waste” discussion•Performed process improvement and innovation audits for URT’s four processing and de-manufacturing facilities (OR, WI, TX, and NH) -- reducing areas that generated waste by 10%, reducing workers’ compensation claims by 12%, increasing productivity by 18%, and increasing revenue streams by 22% over a one-year period •Collaborated with like-minded industry leaders, special interest groups, academia, and OEMs to track waste data, define and actualize “zero waste” and “landfill-free” methodologies, prioritize waste-reduction activities, engage the community in recycling efforts, strengthen supplier/vendor partnerships, and share best practices (i.e., NIKE’s “making” app and Materials Sustainability Index)

Universal Recycling Technologies, LLC.

Senior Compliance and Project Manager

Supervised, developed, and mentored customer service team of 17 Membership Administrators, ensuring staff followed and adhered to State and Federal regulations and met compliance targets required by the Centers for Medicare and Medicaid Services (CMS).•Reduced inbound call abandonment rate from 43% to 6% within 60 days; reduced hold times from 14 minutes to 1 minute and 50 seconds within 90 days; increased service-level satisfaction scores from 65% to 89% within 120 days; increased employee retention from 61% to 83% within 150 days•Assisted staff in understanding and interpreting CMS regulations in order to meet or exceed internal and external performance standards and benchmarks with the overall goal of keeping the BCBS member first -- team-average monthly comprehension score increased from 83% to 97%•Wrote policy briefs, reports, presentations, and creative visualizations of data to communicate CMS program priorities internally, on Regence’s website, and on social media venues; collaborated with internal teams to develop effective and creative strategies that promoted Regence as the plan of choice for Medicare Advantage options in State of Oregon•Ensured all Medicare and Medicaid product lines and services were tested for compliance with program regulations, insurance regulations, and regulatory requirements for business entities; prepared weekly and monthly CMS compliance scorecards for BCBS leadership team, noting where Federal regulation markers were met or fell short; made recommendations to BCBS leadership team for multiple process adaptations and improvements to better serve Regence’s membership services strategy and delivery objectives

Regence BlueCross BlueShield of Oregon

Membership Services Analyst (Team Supervisor)

Assisted team of 100 reps on Kaiser’s 800-line phone system in a call center averaging 3,500+ calls daily. Discussed coverage and contracts with subscribers, resolved billing and claim issues with affiliate and out-of-service area clinics and hospitals, reviewed medical charts and records with patients and doctors.•Trained and coached membership service representatives to provide “one-call resolution” on every call (these mentoring experiences increased customer service satisfaction scores by 17% and reduced annual staff turnover rate by 13%); taught classes and workshops on customer engagement and service delivery; acted as a senior test agent for new Epic software releases -- formulary administration, clinic support, managed care, document imaging, provider credentialing, patient engagement, community connect, and interoperability (where patient goes, so does her/his medical chart)•Assisted (daily) 100+ members, non-members, providers, employees, and third-party brokers in resolving coverage concerns and questions, billing disputes, claim discrepancies, and general medical/dental practice inquiries; personally scored 97% or better for one-call resolution (annually)•Delivered high quality, customer-centric solutions requiring comprehensive knowledge of Kaiser Permanente Group/Commercial Plans, Individual/Family Plans (KPIF), and Medicare/Medicaid Plans, while leveraging expertise of national and local healthcare trends to guide members and prospective members as they compared coverage options, tiers, and rates; scored 100% on annual comprehension exams•Chaired the Environment, Health and Safety committee (monthly); vice-chaired the Energy Efficiency committee (monthly); vice-chaired the Recent College Graduate Recruiting committee (monthly)

Kaiser Permanente

Senior Membership Services Analyst (Team Lead)

Managed and directed the operations, projects, and outreach services of the Office of the Vice Chancellor for External Relations and Economic Development while balancing the needs and counter-objectives between the Oregon University System (OUS), 7 public university presidents, state officials, business leaders, students, parents, and the media.•Led 8 cross-functional teams between OUS technical, industrial, educational, and medical clusters to help identify and evaluate critical strategic priorities (attract, retain, and educate student population being priority number one), then catalyze action against these priorities through comprehensive, long-range business planning and performance management initiatives via Agile and Lean PMP methodologies•Reviewed and made recommendations for OUS department budgets (20M bi-annually), federal grant awards (17.55M annually), and funding for research and incubator projects (5.15M annually); provided guidance on quarterly budget targets and revenue streams (Oregon Lottery funds in particular); drafted strategic planning roadmaps with Vice Chancellor for OUS ventures in energy efficiency projects, science and technology advancements, and campus recruitment initiatives •Assisted with the coordination and implementation of OUS responsibilities and accountabilities for the Governor’s Economic and Workforce Initiative, a statewide program which focused, in part, on reducing poverty and raising income for Oregonians by 6% over a 5-year period•Supervised 6 student workers (temporary) and 14 volunteers (part time); managed full lifecycle of recruiting for Vice Chancellor’s office for administrative, legislative, and technical workforce

Oregon University System

Special Assistant to the Vice Chancellor for External Relations and Economic Development

January 2002—October 2015 (part time) // November 2015—December 2020 (full time)Provide consultative and analytical services to purpose-driven organizations by addressing short-term needs while developing long-term processes and strategic initiatives. Lots of rainmaking.Some proud feathers in my consulting cap:•Assisted in developing and implementing a state-of-the-art food waste tracking terminal that included a built-in scale, camera, and touchscreen interface -- this SaaS application allowed kitchens to address food waste prevention and measurement as a daily-weekly-monthly-annual practice•Partnered with State of Oregon and International Olympic Committee (IOC) to explore bringing 2028 Olympic Summer Games to City of Portland (bid went to Los Angeles, California)•Eliminated 2.3M in annual overhead costs for a nationally-recognized residential construction company by developing a comprehensive reporting financial tool that allowed branch and regional managers to review and evaluate the combined contribution margins (EBITDA) of property, labor, and inventory in “real time” •Created vision statements, audit packets, statements of qualification, safety and compliance manuals, and process improvement programs for a regional hospital system located in Central Oregon, all in an effort to make courtesy more important than efficiency, measure to improve not impress, close the gap between knowing and doing, and create a “Disneyesque” experience for patients being treated by staff (medical and non-medical) -- these efforts raised patient satisfaction scores from 71% to 96%•Enabled an international health food retailer based in France to achieve 20% energy efficiency savings by implementing Leadership in Energy and Environmental Design (LEED) certification mandates into construction of new stores, helping the company realize long-term cost savings (1M per year) as well as create brick-and-mortar facilities that were ultra-energy efficient and environmentally friendly

John Dean

Global Director, Operations, Customer Service, and Brand Management

Managed, developed, and directed the functions of all departments and personnel toward unified goals and objectives to ensure all construction projects were finished on time, within cost and scope, and exceeded customer needs and expectations.•Approved capital budgets (up to 10M); assigned staff and sub-contractors to job sites (15-25 daily); monitored project calendars (30-40 weekly); reviewed progress reports (35-45 monthly); maintained relationships with clients and vendors (2,800+); conducted consumer-competitive-market analyses (quarterly); reviewed contribution margins for each project and job site (EBITDA margins needed to be 40% or better, anything less was subject for audit and review)•Led the development and execution of an all-company waste stream management strategy that enabled JOD to achieve goal of zero waste through “closed loop” materials management (90% landfill-free); captured 20% savings in energy expenses (500K annually) by implementing an energy efficiency program that included placement of energy management systems, utility data management systems, and cost-conscious power procurement for 132 job sites throughout the state of Oregon; achieved goal of zero discharge of hazardous chemicals for all products across all pathways in supply chain•Partnered with SAIF, DEQ, OSHA, and the Federal EPA to foster an environment of on-the-job safety practices and accountabilities, reducing workers’ compensation claims by 25% (annually)•Supervised 2 deputy directors and 8 senior managers (staff complement of 100+ employees); identified areas for further training and education to enhance employee growth and continued job performance improvement; designed and executed an employee rewards program in an effort to recognize superior work or service performed; designed and delivered JOD’s first applicant tracking system which increased hiring productivity by 60%•Vice-chaired the Energy Efficiency and Sustainability committee (monthly)

JOD General Contractors

Director of Operations and Chief of Staff

Supervised and collaborated with a team of 45 reps on NIKE’s 800-line phone system in a call center averaging 4,000+ calls daily. Served as the Consumer Affairs Education Liaison and Product Line Coordinator for the ACG brand (NIKE’s outdoor division).  •Trained and mentored new-hires (daily); resolved escalated consumer calls (daily); performed call monitoring evaluations (weekly); recommended staff for promotions and “stretch assignments” (monthly); chaired the Birthday and Entertainment “gang” (monthly)•Assisted staff with fulfillment needs, i.e., fielding footwear, apparel, equipment and accessories inquiries, receiving consumer suggestions and feedback, addressing NIKE corporate responsibility initiatives, providing dealer locates and mail orders; educated consumers on all technical aspects of NIKE’s seasonal product lines; kept personal average call time resolution to under three minutes •Researched, sourced, and evaluated partnership opportunities across NIKE’s innovation teams (footwear, apparel, and equipment) in order to focus, enhance, and drive the ACG global brand energy and product line (350+ items seasonally); in FY98 the ACG team delivered over 175M in revenue•Created, edited, and published an internal, bi-weekly newsletter -- NIKE ACG (4K+ subscribers); this was a self-generated publication put together by constantly mining national trends and combining those insights with quantitative data collected from the NIKE Consumer Affairs Call Center service logues•Chaired the Sustainability and Waste Reduction committee (monthly); chaired the New Hire Ambassador’s committee (monthly)

Nike

Consumer Affairs Supervisor and ACG Product Line Coordinator

Supported and collaborated with the Director of Operations and Administration (DOA) for a non-denomination church of 5,500+ members. Designed, executed, and managed the day-to-day, cross-functional programs, projects, and responsibilities of Office of the DOA.•Assisted the Director of Operations and Administration in developing and executing an integrated 3-, 5- and 7-year strategic business plan for the six major departments: Administration, Operations, Finance, Human Resources, Facilities, and Pastoral Outreach; partnered with the DOA to chart church’s future attendance growth and responsiveness to an ever-increasing demand for church services within the Portland-metropolitan area•Tracked and reconciled weekly tithing gifts (35-45K) for budgetary action and quarterly/annual reports; analyzed department budget submissions; made recommendations to LEC Executive Board for inclusion of projects and programs in the 2.35M annual church budget•Headed the development, design, implementation, delivery, and management of a comprehensive volunteer placement program for 2,500+ active volunteers; created all service volunteer manuals and orientation materials; successfully managed volunteer experience with little turn-over (3% annually)•Served as an Ambassador-at-Large and Principal Point-of-Contact for all youth-based ministry activities and initiatives; supervised 1 receptionist, 3 administrative assistants, and 14 DOA volunteers•Chaired the Waste Reduction committee (monthly); vice-chaired the Diversity and Inclusion committee (monthly)

Living Enrichment Center

Deputy Director of Operations

- Worked with Brand VP as a thought partner in developing and refining key presentation templates and sales tracking documents (in tandem with various functional areas -- Manufacturing, Engineering, Materials, and Product Science), in order to create innovative marketing strategies for NIKE retail stores, Outdoor retail stores, Big Box retail partners, and the emerging eCommerce market•Developed a centralized product contract to help NIKE EKINs plan for "trial and seeding" in their territories, which also gave an overall snapshot of product flow and distribution for ACG Brand Directors and Product Line Managers (PLMs); planned new product launch events for stores in USA, France, Switzerland, Chile, Peru, Nepal, and New Zealand •Created consumer satisfaction surveys that focused NIKE ACG product line enhancements on innovation, inspiration, and functionality (thus driving sales for ACG footwear, apparel, and equipment); met with outdoor athletes and personalities to generate storyboards for future product concepts and designs

All Conditions Gear (ACG) Global Product Line Intern

- Worked closely with senior leadership to drive creation and implementation of communication strategies that engaged, inspired, and educated NIKE consumers with the primary focus on brand loyalty and enthusiasm; helped storyboard one of NIKE's most successful ad campaigns -- "Falling In Love In Six Acts"•Assisted with the development and delivery of communication initiatives that aligned business goals and global strategies to the “Bo Knows” and "Just Do It" campaigns with primary emphasis on Emerging Markets -- Latin America, Africa, India, and Asia; assisted with internal video and graphic communications to generate employee feedback on these ad campaigns (obviously, NIKE employees when bat shit crazy)•Visited K-6 schools in Beaverton, Hillsboro, and Portland (Oregon) to give shoe “petting zoo" presentations -- a program which educated youth on the technical aspects and components of athletic footwear

Global Public Relations and Communications Intern

- Developed, executed, and reviewed reporting mechanisms and technical architecture for Global Customer Operations while working with Project Management, Geography, Business, and Functional teams to align and coordinate efforts which synthesized NIKE's customer service delivery systems•Analyzed Customer Service Operations trends, then created solving-problem storyboards that addressed areas in need of improvement; worked with NIKE team leadership, project managers, and other internal stakeholders to define and implement best practices for customer service delivery•Established fact-based internal communication approach that ensured customer satisfaction surveys were shared with Customer Operations Performance Management, Production Brand Management, and Global Operational Enhancement teams -- all in an effort to create a kick-butt customer experience (success!)

Global Customer Operations and Strategic Planning Intern

- Cast member at Disneyland Resort -- portrayed multiple characters including Goofy, Little John, Captain Hook, Br’er Bear, and sang in a barber shop quartet as a Dapper Dan•Delivered sensational service by creating magical, memorable moments for guests, incorporating the Disney ideology that culture matters, invest in your role, take smart risks, and win as a team•Lived the Disney principle that, "It's not the magic that makes it work; it's the way we work that makes it magic;" this is where I also learned why making ASAP my standard deadline was paramount to guest retention and satisfaction (quick on your feet impresses your audience)

Jason Kragerud, PMP, LEED

Jason Kragerud, PMP, LEED