This document provides a summary of Jennifer R. Crossthwaite's qualifications and experience. It outlines her areas of expertise, technical skills, professional experience, and education. She has over 15 years of experience in operations management, quality assurance, financial modeling, and process improvement. Her previous roles include Quality Assurance Training Officer for the State of Nevada Public Employees' Benefits Program and Audit Team Administrative Assistant/Trainer for the State of Nevada Department of Taxation.

1. Jennifer R. Crossthwaite
E-mail: jennrcrossthwaite@gmail.com - Contact Phone: (775) 276-4076
AREAS OF EXPERTISE
Strategic Planning - Operations Management - Change Management Capability Building - Customer Experience
Management -Financial Modeling - Regulatory Compliance - Contract Law - Solution-Oriented Problem Solving -
Benefits Realization Management - Effective Presenting Capacity Planning - Risk Management - Performance and
Learning Development - Value-added Leadership - Cost Containment - Agile Development Management -
Reorganization - Aggregate Planning - Restructuring - Quality Control
TECHNICAL SKILLS
Advanced SAP – Oracle – Avaya – Microsoft Applications Expert (Excel, Access, PowerPoint, Word, Visio, Publisher,
Project Manager) – CRM – SQL – Enterprise Resource Planning Software (AX) – Quality Assurance Software
(CallCopy) – Various other internal data management systems specific to organizations (MOO-Microsoft)
PROFESSIONAL EXPERIENCE
THE STATE OF NEVADA PUBLIC EMPLOYEES’ BENEFITS PROGRAM– CARSON CITY, NV 2012-2014
Participant and Employer contributions fund this public sector insurance offering program; a 9 member Governor-
appointed Board of Directors ensures fiduciary responsibly to design and manage a quality health care program for
approximately 43,000 primary participants and their dependents, totaling over 70,000 lives.
QUALITY ASSURANCE TRAINING OFFICER
 Increased quality assurance measures by 85% during reorganization by developing Work Performance Standards
and tangible Metrics that tied directly to annual reviews (beforehand no viable standards in place)
 Decreased telephone call abandonment rate from 26% to less than 1% (industry standard 3%) by developing a
Full-Time-Equivalency Capacity Metric and sustained and exceeded agency objectives
 Improved agency’s Case Management Process to comply with policy to close CRM Cases within a 60 day window
by designing and implementing new CRM system queries and supplemental reports provided weekly to Chief
Operations Officer, division managers and supervisors that led to improve Case-Closed rate from 84% to 99%
 Reduced outsourcing costs by $3,000 by predictive modeling based on new Capacity Metric analysis
 Introduced new telephone call quality assurance measure into call recording system to sample, assess, score and
monitor all recorded telephone calls and provided Metric Trend Scorecards designed to drive performance goals
 Achieved target to fully institute a quality assurance program with enforceable Work Performance Standards;
starting at new appointment of new Chief Operations Officer, provided comparison reports showing impacts of
corrective actions quantifying an 18% performance improvement in less than 30 days and thereafter quantified all
impacts of performance with Metrics and demonstrated impacts post ongoing and ad hoc training sessions
 Improved telephone call wait times from over 1.5 hours (2011’s Open Enrollment) to a sustained under 4 minute
wait time, decreasing inefficiencies without increasing costs, through implementing improved capacity planning
 Achieved removal of 2 underperformers, by enforcing Performance Standards substantiating corrective actions
THE STATE OF NEVADA DEPARTMENTOF TAXATION – RENO, NV 2010-2012
State run taxation agency aims to provide fair, efficient and effective administration of Tax Programs for the State of
Nevada in accordance with applicable statutes, regulations and policies. Serve the Taxpayers, State and Local Government
Entities; and enable and recognize Department employees.
AUDIT TEAM ADMINISTRATIVE ASSISTANT/TRAINER
 Increased annual number of audits billed by 35% working on special projects team assigned to present cost
containment and staff capacity gains from proposed project to streamline audit process to be paperless
 Reduced staff costs by $25,000 by performing so efficiently one part-time position was eliminated
 Introduced MS software upgrade and trained audit team on time-saving-error reducing functions available in
Excel such as, VLOOKUP; PivotTables and provided additional tutorials (Outlook, Word, Access, PowerPoint)
that led to a 35% output increase of billable audits by streamlining work flow to be more efficient
 Removed antiquated New Business Compliance Verification process to ensure new businesses, published in
Northern Nevada Business Weekly, were also registered with Taxation by modernizing process with current data

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analysis techniques and technology applied to retrieving data directly from website into spreadsheets for more
solid analysis, tracking and reporting that led to a 65% increase in outgoing notifications to newly licensed
businesses determined to not be registered with the Department of Taxation
 Successfully added on internal office Share Drive a Training Materials Library containing modules staff easily
could refer to regarding enhancing skill sets related to Microsoft Systems Applications (Word, Excel, PowerPoint,
Access)that led to less duplication of efforts and improved public service to taxpayers
 Achieved the removal of several duplicate taxpayer’s accounts in agency system with applying expert analytical
skills to isolate system duplicates in order to deactivate dormant accounts
MICROSOFTLICENSING, GP– RENO, NV VIA KELLY SERVICES 2005-2008
Original Equipment Manufacturer Operations is a worldwide organization partnering and supporting the Original
Equipment Manufacturer Sales segment with a vision to deliver on the promise of One Great Experience. OEM Operations
support the Royalty, System Builder Channel and Original Equipment Manufacturer Embedded Devices channels via
License Creation and Routing, Agreement Activation and Maintenance, Ordering and Fulfillment, Invoicing and Credit and
Collections from two Regional Operating Centers: Microsoft Licensing, GP located in Reno, NV with additional reso urces in
Japan and China and Microsoft Ireland Original Equipment Manufacturer Licensing located in Dublin, Ireland.
BUSINESS READINESS CONTRACT & REVENUE MANAGER
 Increased team capacity 7% by rapidly mastering complex contract activation process, SAP system (and other
systems used for financial adjustments and royalty reports) and was a top performer, graded on Metrics,
compliant to SOX Audit Regulations, which led to a promotion to team trainer and “owner” of 3 of Microsoft’s top
ten revenue generators including (Lenovo $1.6 Billion in revenue 2006, Fujitsu, Hitachi) which accelerated team’s
capacities to manage revenue contracts that contributed to overall higher team metric score (tied to bonuses)
 Decreased team’s odds of receiving errors from auditors rate by 99% by instituting a mini-audit process
conducted prior to turning into SOX audit team to ensure complex billing, pricing, term, and product details were
perfect
 Introduced Process and Procedure (PnP) improvement and Matrix for complex Subsidiary process that led to 30%
faster time to complete work for Subsidiary adds and/or removals and SAP activation for billing/shipping
 Successfully added several training modules, both for external clients to submit royalty reports and revenue
payments online, and internally for ongoing staff training and continued to improve processes
XEROX– WILSONVILLE, OR 2004-2005
RETURNED MATERIALS CLAIMS ADJUDICATOR
World’s leading enterprise for business process and document management providing end-to-end solutions, from back
office support to the printed page.
 Increased charge-back letter outputs by 5% by working more diligently and efficiently than past employees and
from documenting all work processes from the onset
 Decreased returned receivables by 4% by substantiating denial of claims by proving shipments in question were
shipped and received and by continual clear communications between US Distributors, logistics organizations and
other Xerox plants nationwide
 Introduced procedure manuals for financial adjustments that led to more adequate training for staff
 Improved RMA claim approval/denial process by coordinating, communicating and collaborating professionally
and urgently with all parties along supply chain to facilitate rapid returns on shipping documentation to
substantiate whether or not a claim was approved
EDUCATION
Masters of Business Administration (MBA) – Morrison University – State of Nevada
(Magna Cum Laude, 2014)
Bachelor of Science Business Management (BSBM) – University of Phoenix – State of Nevada (Honors -2008)
Microsoft Applications System Specialist – New Horizons – Reno, Nevada
(Completed advanced series of coursework in Excel, Word, Access, PowerPoint and Outlook -2010)