Beth Moss has over 20 years of experience in operations management, process improvement, and project management. She has a track record of reducing costs, increasing productivity and quality, and leading teams to successful completion of initiatives. Her experience includes roles in IT management, operations management, and business analysis at various companies.

1. BETH A. MOSS
608 Midland Blvd 248-577-0089
Royal Oak, Michigan 48073 bamoss315@live.com
CAREER SUMMARY
A Director with significant experience in process improvement and operations management. A results
and quality oriented leader able to develop and manage autonomous teams focused on timely
execution. Recognized for creative problem solving, business analysis, implementation, innovation
and cost reduction. Excellent communicator with consistent track record of positive results, increased
productivity and employee satisfaction.
AREAS OF EXPERTISE
Quality Improvement  Strategic Planning  Change Management  Leadership  Performance
Management  Project Management  Salesforce.com  Oracle  MS Office  MS Project  Visio
PROFESSIONAL EXPERIENCE
R.L. POLK & Co., Southfield, MI 2004-2010
Industry leader in automotive intelligence and solutions; Annual revenue of $150MM, Number of
employees - 500
IT Director 2004-2010
Guided and lead applications development or maintenance of programs and systems, in
accordance with the corporate strategic plans and objectives. Interfaced with sales and client on
design of tailored solutions or product modifications. Lead innovation and technology integration
efforts specific to AIS, OEM, Heavy Truck and Aftermarket client requirements. Forecasted for
and managed to assigned budget, minimized expenditures and optimally utilized resource.
Responsible for supporting books of revenue ranging from $10MM - $45MM and teams ranging in
size from 10 to 31.
• Reduced cost by $350k and reallocated 7 developers by migrating desktop cyclical processing
to server environment. Scope: 2,500 monthly deliverables; required 5 full time developers for
6 months; completed 2 weeks ahead of target.
• Reduced overhead cost by $200k by developing a customer facing online web application for
cataloguing and inventory management. Scope: 1,000 clients; required 1.5 full time developers
for 5 months; completed on target.
• Automated and migrated process to Oracle, thus improving throughput and turn time by 50%.
Scope: 500 clients; required 5 part time developers for 6 months; completed on target.
• Improved 16 hour run time by 75% by automating processing of monthly stat deliverables.
Standardized jobs written by 4 different developers; migrated them from individual desktop to
one Oracle job stream with an automated trigger. This automation included coding for QA.
The only items reviewed by an actual resource, were those that threw exceptions. Scope: 250
– 275 monthly deliverables, required 4 part time developers for 2 months; completed 1 week
ahead of target.
• Consistently maintained a 99.9% ‘defect free’ and ‘on time’ rating on over 40,000 deliverables
annually. Engaged in Six Sigma process improvement activities (FMEA, LEAN Six Sigma,
DMAIC etc.), preventative and corrective action efforts to consistently produce and maintain
exceptional quality.
• 100% annual completion rate on all corporate, organizational and department initiatives.
• Developed a strategy map and implemented a Balanced Scorecard (BSC) enabling clarification
of the vision, alignment to departmental/corporate strategy and translation into action. The BSC
provides feedback around both the internal business processes and external outcomes in order
to continuously improve strategic performance and results.

2. BETH MOSS
Page Two
R.L. POLK & Co., Southfield, MI (cont’d)
• Selected, as a mentee, for corporate leadership mentoring program from a pool of 400
candidates in the first year of the program. In each of the subsequent years, provided
mentorship to 3 inexperienced leaders. Certified by Menttium Corporation.
• Managed to a number of monthly metrics that measured Sales Satisfaction, Employee
Satisfaction, Cost Reduction, Budgeted Headcount, Quality and On Time, Execution against
planned projects (such as Six Sigma, Automation and Process Improvement), Corporate
Initiatives and Resource Development (Company knowledge of systems, products, restrictions,
processes, people, etc. as well as technical skill proficiency). Consistently met all objectives.
• Implemented an employee recognition program that allowed for anyone at the company to
identify excellence, regardless of their department, title, reporting structure, etc. The metrics
measuring morale and employee satisfaction improved by 17%, immediately following the
launch of this program.
• Functioned as an internal ISO 9001 auditor to ensure all processes, to which ISO rules had
been applied, passed the requirements for certification.
BETH MOSS, Royal Oak, MI 2002-2004
Professional and technical services provider.
IT Consultant 2002-2004
Web page development, general consulting and IT maintenance for small business clients.
• Development of business systems for clients in the not-for-profit organization space.
o Systems included, inventory, payroll, accounts receivable, accounts payable,
forecasting and various methods of performance tracking.
A.C.N. Inc, Farmington Hills, MI 1999-2002
Reseller of telecommunication products and services. Annual revenues of $1.5MM. Number of
employees - 350
Operations Director 1999-2002
Managed the development of Windows NT-based order management and client provisioning
systems. Directed 50+ FTEs accountable for entering and connecting 50,000 voice and utility
customers each month. Served as the corporate liaison with Regulatory agencies, LECs, utilities,
and third-party vendors to ensure compliance and enhanced performance. Oversaw FCC
Complaint process to ensure timely resolution, customer satisfaction and fine prevention. Met with
a board of Attorney Generals on a quarterly basis to review legislation on ’questionable business
practices’. Responsible for implementing changes to the system in concert with changes in
legislation.
• Reallocated $145MM in revenue within 30 days, from one carrier to another, maintaining
100% service quality and performance.
• Improved accuracy and integrity of order and response file data by 20% by designing and
building an audit mechanism. Scope: 50,000 monthly orders; required 1 part time resource
for 1 week, completed 2 days ahead of target
• Reduced annual cost by $250K by integrating 3rd party energy operations into corporate order
management process. Scope: 75,000 customer accounts; required 2 part time developers for
3 months, completed on target
• Required to maintain 99.99% compliance rate monthly, per FCC regulation. Reduced non-
compliance allegations by 50% by developing an early warning alert.

3. BETH MOSS
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ACN COMMUNICATIONS., Farmington Hills, MI (cont’d)
• Created and implemented a ‘Win Back’ campaign. Assembled a 10 seat call center to
facilitate the campaign and monitored progress daily. Scope: 76% success rate; required 10
full time developers for 3 months.
FRONTIER COMMUNICATIONS, Southfield, MI 1985-1999
Tier 1 provider of telecommunications products and services. Annual revenue of $2.1 Billion.
Number of employees – 10+K
Business Systems Liaison 1996-1999
Interviewed business unit to determine the use of systems, including deficiencies or requirements
for enhanced business development. Defined scope of proposed system changes and performed
impact analysis. Collaborated with corporate project management team to enhance existing
products/technologies and to develop new ones.
• Facilitated a change management process and ensured adherence to the process in a
timely, productive fashion.
• Selected for participation in a ‘Customer Advocacy’ program, as a result of consistently
positive customer feedback.
o Served as main point of contact for 3 large commercial customers that billed over
a million dollars a month.
• Led all projects that integrated new products or compensation plans into Commission
systems to ensure accurate payments. Scope for new products: 2 new products per
quarter; required 4 – 6 programmers 45 days/qtr. Scope for new compensation plans: 6
different plans, enhanced twice a year; 4 – 6 programmers 3 months. Monthly payments
to commission-eligible employees exceeded 5,000, on average.
Senior Manager Commissions 1993-1996
Generated business requirements for compensation plan designs and led plan change
development. Managed budget planning as well as P&L responsibility, expense forecasting,
process development, monitoring and improvement. Oversaw payment to all commission-eligible
employees and alternate channel entities. Responsible for a staff of 20, including 2 managers.
• Increased productivity by 25% by implementing a new performance measurement process.
• Oversaw the process, by which, a salesperson could dispute alleged inaccurate commission
payments (‘Audit’ process). Supporting this process necessitated interfacing with senior Sales
leadership, when an ‘audit’ was denied by the Commissions team.
Functioned as Senior Analyst from 1985 – 2003 for the Billing, Revenue Accounting and Commissions
teams.
EDUCATION
BA, Psychology, Oakland University, Auburn Hills, MI
Six Sigma Green Belt, GPS, Inc., Harrison Twp, MI
LEAD Management Certification, HRS Advantage
Certified Mentor, Mentiium, Inc.
ISO 9001 Auditor