Loretta Riley is a highly motivated and experienced collections and banking professional. She has over 15 years of experience managing commercial collections departments and call center operations, improving efficiency, customer satisfaction, and reducing costs and bad debt. Riley has strong leadership, communication, problem-solving, and team-building skills. She is proficient in collections software and experienced in staff development, policy development, and handling banking functions.
Airbnb's Jenna Meister shares how Airbnb measures success of their community efforts and how YOU can create a similar dashboard in your organization. This talk is from CMX Summit West 2015.
Airbnb's Jenna Meister shares how Airbnb measures success of their community efforts and how YOU can create a similar dashboard in your organization. This talk is from CMX Summit West 2015.
Over the past five years that we have been tracking the growing number of ventures in the space, we have seen many succeed beyond even their own expectations and go on to disrupt an entire industry. On the other hand, there is a growing list of start-ups that have made the call to shut their doors, or no longer exist in their original form. Earlier this year we conducted a review of 45 of the more significant collaborative economy start-ups across Europe/UK, Asia-Pacific and the United States, that have either closed down or experienced a potentially fatal setback to understand the common challenges in the space.
Elena Grewal, Data Science Manager, Airbnb at MLconf SF 2016MLconf
Before the Model: How Machine Learning Products Start, with Examples from Airbnb: Often the most important part of building a machine learning product is the formulation of the problem; the most elegant model is rendered useless without the right application and model architecture. Airbnb is an online marketplace for accommodations which has found many interesting applications for machine learning products by taking a data driven approach to investment in Machine learning products. Come hear about how the Airbnb team generates and vets ideas for machine learning products and tailors the product to business problems, with some examples of success and lessons learned along the way.
Collaborative Consumption: The 7 Key Business ModelsCollaborative Lab
Companies such as Airbnb, Lyft, Taskrabbit, Zipcar are all examples of thriving Collaborative Consumption businesses that balance profits with a clear sharing purpose. But what are the business models behind these ideas? In this deck, Collaborative Lab maps out the seven key models used.
Strategic plan harvard business review casestudy airbnb company Mohie Ismail
This document provides the Strategic Plan for Airbnb for 2017-2021. The plan provides an analysis and evaluation of Airbnb by reviewing the company’s strategic management, profitability and market competitiveness. Methods of analysis include Strategic Position & Action Evaluation (SPACE) Matrix, and Grand Strategy Selection Matrix as well as Situational Analysis.
The best travel policies helps corporates bring down their spend without reducing the number of trips taken. Implement the right Policy and reduce the T&E expenditure of our company.
THE SHARING ECONOMY LACKS A SHARED DEFINITION: GIVING MEANING TO THE TERMSCollaborative Lab
You may have noticed the terms ‘sharing economy’, ‘ peer economy’, ‘collaborative economy’ and ‘collaborative consumption’ being used synonymously. Do these terms have different meanings? Yes. Are their common core ideas that explain the overlap? Absolutely.
In this presentation, we have defined and visualized the terms and core ideas that connect the likes of Airbnb, Taskrabbit, Lyft and Zipcar.
This slide show is a business plan. The bullet points which are underline have some excel sheets, contained detais in numbers. It can be furnished on demand.
How did Airbnb beat Craigslist? What's special about the Medium blogging platform? How did LinkedIn eat Monster for lunch? How do Youtube and Vimeo coexist? Why was Mint.com so successful? Using the Platform Stack framework, this deck explains 10 startup business puzzles and creates a framework to solve many more.
Beyond Uber: How the Platform Business Model Connects the WorldApplicoInc
What do Airbnb, Alibaba, and Uber all have in common (besides multibillion-dollar valuations)? None of these companies directly create the value that their users consume. They all operate with a different business model: the platform. This talk explains the platform business model and how it works. It also looks at why this phenomenon is much bigger than consumer ecommerce and is starting to disrupt more traditional enterprise markets, including everything from enterprise software and CRM systems to healthcare and finance.
How to choose the right business model? by @boardofinno - @nickdemeyBoard of Innovation
The different revenue model options, business model types and drivers why people pay. From Freemium, Broker to Razor-blade models. Ask the right questions to select your monetization strategy.
1. Loretta Riley
10170 Summit Run Drive, Frisco TX 75035
Cell: 972-841-0294 - lriley2153@att.net
Summary
Highly motivated reliable management professional with extensive commercial collectionsand banking industry experience.
Successfullyheaded a commercial collectionsdepartmentand call center operations to maximize efficiency, ensure customer
satisfaction, improve accuracy and reduce costsand bad debt.Offer excellentteam-building, coaching, problem-solving,
communication and leadership skills. Results-driven individual with a strong background contributing to seamless acquisitions,
handling various banking functions and taking on additional responsibilities.
Highlights
Proficient in Oracle AR & Advanced Collections Complexproblem solving
Modules Staff development
Strong communication skills Policy/program development
Detail-oriented
Experience
Credit & Collections Manager
August 2004toAugust 2015
G6 Hospitality, LLC (formerly Accor, NA) - Carrollton,TX
Managed team of 8-20 of commercialcollectors. Developed policiesand procedures for evaluating customer financials and
setting and changing credit lines/limits, as well as credit holds. Developed acceptable credit policies. Reviewed the
creditof directbillcompanies, potential franchisees,and vendorsfor the company. Worked with the Sales team and all
departments to improve customers' issuesand experiences.
•Tasked to increase overall collections and reorganize lowperforming collections department.
•Key member ofthe team to bring the direct bill program in house from an external company. Reduced the costs ofthe
program and improved the customer experience.
•Implemented the collectionsfrom franchisees withoutincreasing staffheadcount
Platform Unit Manager, National HelpLine
March 2001toJuly 2003
Bank of America - Irving, TX
Continued forward progression with thisleading bank to oversee operationsof an inbound callcenter and directefforts of
agents.Recruitand train staff, conduct performance reviews and manager four direct reports responsible for 55
associates. Served as three-time Zone Coach in Foundations for Leadership program.
•Credited with identifying a programming error in the year-end taxreporting system prior to implementation, preventing
significant costsassociated with potential call volume.
•Played key role in average call handle time reduction by over one minute with no impact on accuracy and quality by reviewing
and revising representative training program.
•Ensure optimalperformance of associates by recruiting top quality personnel, providing highly effective coaching and
recognizing performance.
Team Manager, National HelpLine
September 1998 to March 2001
Bank of America - Irving, TX
Directed up to 20 agents to ensure optimal customer service. Recruited, interviewed and coached associates assisted with
difficult calls and developed training materials.
•Successfullytook on additional role as Teller Team Manager for four months while maintaining existing responsibilities;
earned an award for improving performance of both teams during thatperiod.
•Recognized for placing membersof the Interstate Assistance Team in newpositions following shut-down.
•Served as the onlyteam manager on-site for sixmonthsresponsible for training and managing up to 60 agents.
Platform Agent,National HelpLine
July 1997 to August 1998
Bank of America - Irving, TX
2. Handled an average of 80 calls daily from banking center associatesregarding policies and procedures.Trained 10
associates.
•Received 10 Customer Excellence Leadership Award (CELA) cards from clientsfor exceptional service level.
PersonalBanker
August 1990toJuly 1997
Banker of America - Oklahoma City, OK
Opened newaccounts, performed transactions, and processed loans.Served asthe Teller Manager and Banking Center
Manager when necessary.
•Earned ranking asthe third highest producer of loans sales in the Oklahoma Citymarketfor 1997.
•Took the initiative to become an expert on the teller system in order to train associates and take over other tasks as
needed.
•Played keyrole in newbanking center openings during bankacquisition in Oklahoma, Arkansas,and Kansasbytraining
managementand personnelin systems, policies, procedures, and products.
Education
BBA : Human Resources,1983
Eastern NewMexico University- Portales, NM, USA
Minor in Accounting
Affiliations
Member of NACM