Jeanette L.

Sant
6706 Swickard Ct.
Dublin, OH 43016
614-218-7578
jsant@columbus.rr.com

SENIOR-LEVEL FINANCIAL EXECUTIVE

Business Resiliency Planning ... Contract Reviews ... Automation
Implementations
... Over 20 Years' Financial Services & Diversified Mortgage
Servicing Management Experience ...
Major projects include: developing new reporting automation to
facilitate new investor servicing agreements; guiding division
reorganizations; converting to new loan servicing system; building
loan-level data-quality program; establishing Business Solutions
group; integrating WaMu and EMC; converting FastPay automated payment
collection transactions to ACH; and automating delinquent loan
payment database.

COMPETENCIES
* Productivity Improvement
* Staff Training & Development
* Cost-To-Service Reductions
* Applications Development
* Project Planning & Analysis
* Performance Coaching
* Vendor/Client Negotiations
* Communication & Client Management
* Electronic Remittance Automation
* Vendor & Investor Servicing Contracts
* Budgeting & Expense Reports
* Reporting & Monitoring Programs
* Pricing Structure Determinations
* Troubleshooting & Problem Solving
* P&L Responsibility
* Relationship Building
* Client Needs Analysis
* General Management
* Cost Benchmarking
* Mergers & Acquisitions
* Back-office Systems

CAREER
JPMORGAN CHASE (www.jpmorganchase.com) Columbus, OH
1989 - July 2010
Leading global financial services firm serving millions of US and
Canadian consumers and many of world's most prominent corporate,
institutional, and government clients. Employs 200K with $2.2T assets
and operations in >60 countries.
Senior Vice President - Investor Services (2006 - 2010)
In charge of timely/accurate remittance of >$15B/mo loan payments
and monthly accounting reports to each investor from division
comprising >300 staff and 6 different departments, and responsible
for maintaining/developing strong internal control environment. In
addition to 3 investor accounting departments, oversee Compliance
Management, Business Solutions, Agent Administration groups, and
Special Loans group (prior to 2009 WAMU/EMC integration).
Maintained P&L responsibility for entire Investor Services division
and developed/administered $13M/yr budget for all expenses and
monthly forecast and variance reporting process. In charge of all
staff development, performance coaching, and feedback. Direct
reports: 6 Vice Presidents.
Significant Projects:
* Washington Mutual & Bear Stearns Acquisitions - Gained 2M loans
and >1K new investor portfolios by leading Investor Services group
through integration of all investor reporting functions (over 90
days) and hiring/training >100 new staff. While integrating Investor
Services, also transitioned Special Loans group (to SC) and guided
project to convert to new servicing system that required
reviewing/testing all functions, rewriting all functional procedures,
and building new internal controls to align with new system's
functionality.
* Division Reorganizations - As 2007 volumes increased and
portfolio grew rapidly, reorganized Operation's management structure
to reduce spans of control in order to increase managerial oversight
to ensure strong internal control environment and built bench
strength by promoting managers from within (increased 2 VP managers
to 4). After WaMu/EMC integrations and establishing Business Support
group, added one additional VP (recruited from EMC).
* Training - Converted to new loan servicing system with improved
functionality (2009) that changed every investor reporting process.
Concurrently, worked closely with servicing system vendor's
representatives to develop in-depth, customized, end-to-end training
program designed to provide general system functionality training and
train staff depending on investor type. Developed 25 different
classes (>2.6K training hours).
* Productivity - Developed new process flow (2008 ) that reduced
time from loan assumption application to closing from 92 days to
under 30 days by reorganizing departments to focus on 1) changing
from paper process to taking application telephonically, 2)
processing - ensured all necessary documents received (included call
center to address customer inquiries), and 3) closing - worked with 2
national title companies to process closings (vs. closing internally).
* Loan Information Servicing Answers Database (LISA) - After
Heritage EMC's integration into Chase, worked with IT, Legal, and
other business units to expand LISA's capabilities, teamed with
offshore vendor to load information for ~2K investor contracts for
WaMu and Chase, and added 75 additional data fields. Also rewrote
database in Oracle to improve performance, added ~1K new users to
application, and enabled default loan servicing staff to obtain
online access in order to make modification decisions in real time
(vs. sending requests to research).
* Advanta Mortgage Company - Reduced very expensive CA labor costs
by relocating investor reporting functions to OH. Saved $2.4M/yr by
hiring 20 staff at $50K to replace 30 at $85K in CA and saved another
business unit recruiting/training costs by releasing CA 30 to that
unit. After developing hire/release plan, ensured transition
transparent to investors by hiring/training OH staff in phases and
facilitated new investor servicing agreement requirements by
developing new reporting automation.
Notable Achievements:
* Established first-ever Agent Administration group (2009) to
support external loan modification reporting under MHA program; to
report to US Treasury, Fannie Mae, and Freddie Mac weekly/monthly
modifications for Chase; and to track/reconcile monthly modification
incentives paid Chase (now increased to >$4M/mo).
* Managed division honored with Fannie Mae Circle of Excellence
award for superior investor reporting performance, tier-1 servicer
ranking 117 consecutive months, and induction into Freddie Mac Hall
of Fame 4 consecutive years.
* Reduced staffing expense $850K/yr (17 staff) through integrating
WaMu and EMC, by realizing efficiencies of scale with pre-existing
staff, and by helping Business Support group develop new reporting
databases to support servicing requirements of newly acquired
investor portfolios.
* Negotiated numerous pooling and servicing agreements (PSAs),
$500K/yr offshore 3rd-party vendor contract that supported special
loans data quality function, and $5M contract with outside consulting
firm hired to help with WaMu/EMC integration.
* Played instrumental role in saving $500K/yr by working closely
with outside consulting firm to reduce hourly rates for WaMu/EMC
integrations.
* Cut annual bill $800K by working with outside RegAB auditing firm
to change internal processes to reduce billable hours by providing
more audit-worthy data.

Vice President - Financial Services (1997 - 2006)

Accepted challenge to provide superior customer service to 4M
mortgagors, investors, and internal business partners (primarily
Customer Service, Default Loan Services) while reducing processing
expenses by overseeing payment processing and payoff processing
groups as well as separate payment processing group that focused
exclusively on payments received for loans in default.
In addition to supervising lockbox vendor, also managed all vendors
that provided online payment receipt services and oversaw program to
receive customer payments via ACH. Developed/administered $8M-$10M
annual expense budget, monthly forecast, and variance reporting
process and maintained P&L responsibility for entire Financial
Services division. Direct reports: 3 VPs who managed 175.
Significant Projects:
* FastPay Automated Payment Collection - Saved $5M (over 5 years);
eliminated check printing and deposit costs, and reduced float while
still collecting $20 fee/transaction by converting all FastPay
automated payment collection tool transactions to ACH.
* ACH Customer Setup - Saved $340,000/yr, reduced customer
complaints, and eliminated 6 FTEs by outsourcing setup/maintenance of
ACH transactions to 3rd-party vendor.
* Payoff Escrow Refunds - Saved $100K/yr (eliminated 2 staff) by
automating check production and earned $350K/yr (float gain) by
holding escrow funds additional 7 days before disbursing to customer.
* Chase To Chase Refinances - Reduced losses and costs associated
with collecting balances from customers refinancing current Chase
loans from $4.61 to $.61 per loan by automating escrow balance
transfer between old and new loans.
* Delinquent Loan Payment Database Automation - Eliminated 15K
check backlog (within first 30 days) and reduced check processing
times from 3 days to same day by hiring new management team and
staff, revamping all procedures, and building new database
application (CheckTracker) to effectively/accurately track/process
delinquent loan payments.
* Late Charge Assessments - Gained est $2M/yr additional fees by
working with IT to build automation to automatically assess late
charges for NSF transactions.
* Loan Volume & Delinquent Loan Growth - Since Default Servicing
group lacked expertise to effectively/accurately process payments,
persuaded division's senior manager to move function to Financial
Services. Thereupon, hired new management team/staff, applied in-
place management tools/automation, revamped all procedures, and
implemented tighter internal controls.
Notable Achievements:
* Played pivotal role in receipt of JD Power award for highest-
level scores for payment processing, speed, and accuracy.
* Increased customers enrolled in biweekly payment program 75% (and
earned $3.2M/yr commissions) by teaming with vendor to develop unique
customer letters and offer dual coupon that provided automatic
enrollment and biweekly payment (including fees).
* Reduced staffing costs $1.5M/yr by leading transition of all
lockbox services for 300K customer payments, managing 40-member
payment processing functions in Denver for 6 months, automating most
payments, and replacing 40 Mellon staff with only 10 in OH (after
Chase acquired Mellon Mortgage Corporation).
* Reduced expenses $248K/yr by implementing Internet image of
checks (vs. requesting paper copies) and saved $2.2M/yr by reducing
mail float time (enabled faster check processing/depositing).
* Slashed float costs $1.5M/yr, significantly cut time to clear,
and achieved 87% conversion rate by implementing ARC (accounts
receivable check conversion) that converted paper checks to
electronic clearing transactions.

PRIOR POSITIONS:
Vice President - Investor Services (1996 - 1997)
Assistant Vice President - Investor Accounting / Payment Processing
(1993 - 1996)
Supervisory positions in investor reporting, special loan servicing,
loan acquisitions (1989 - 1993)

EDUCATION
BOWLING GREEN STATE UNIVERSITY - Bowling Green, OH
BA Business Administration, Accounting (1985)

COMMUNITY SERVICE
Volunteer - Regional ACH Payments Association
Volunteer - German Village Haus & Garden Tour
Auctioneer - Channel 28 OSU Fundraiser
Volunteer - Rock & Bowl for Children's Hospital

Keywords:
Senior Vice President, Operations Vice President, Administrative
Vice President
****************************

Dear Selection Committee:

As a dedicated financial professional experienced in corporate
financial management, I am pursuing financial services industry
opportunities such as operations manager in a payment processing
environment, product development and implementation manager for
retail banking clients, or a similar C-level position and invite you
to examine the enclosed rà ©sumà ©, which delineates numerous
accomplishments and successfully completed projects that highlight my
ability to contribute strongly to business performance targets.
Please also consider these additional achievements as predictive of
how I could be a positive factor in your organization's success:
* As Senior Vice President - Investor Services for JPMorgan Chase,
I established JPMorgan's first-ever Agent Administration group to
support external loan modification reporting under the MHA program;
to report to the US Treasury, Fannie Mae, and Freddie Mac weekly and
monthly modifications for Chase; and to track and reconcile monthly
modification incentives paid Chase (which have now increased to over
$4M/month).
* As JPMorgan Chase's Vice President - Financial Services, I
eliminated a 15,000 check backlog (within my first 30 days) and
slashed check processing times from a 3-day average to same day (98%
of the time) by hiring a forward-looking new management team and
staff, revamping all procedures, and building a new database
application (CheckTracker) that effectively and accurately tracked
and processed delinquent loan payments.
* Also while serving JPMorgan Chase as Vice President - Financial
Services I saved $135,000/month, increased accuracy, and reduced time
to post payments from 2 days to the same day by automating Mellon
customers' incoming payments. I developed, tested, and implemented an
automated loan cross-reference program that enabled our lockbox to
electronically read Mellon payment coupons. Otherwise, each payment
required manual processing and a $.50 cost vs. a $.05 cost.
I am particularly interested in learning about your business's
challenges and goals. If you think a basis for mutual interest
exists, I respectfully request an interview where we can discuss your
business and my potential contributions in detail. I am available to
meet at your convenience and look forward to discussing your needs
and exploring ways that my background, knowledge, and experience
could benefit your firm.
Sincerely,

Jeanette L. Sant