Summary

Demonstrated Leader with ** years of extensive experience in driving

business transformation through operational excellence and process

improvement with roles in consulting, industry, and government service. A

proven track record of consistently delivering projects in both strategic

and operational areas of improvements that deliver positive measurable

financial impact. A dedicated professional intent upon supporting

organizations and individuals to succeed, win, and achieve their goals.

Functional Experience

Project Mgt / Program Mgt / Policy Go to Market/Inquiry to Order/Order to

Deployment Remit.

Business Develop/Strategic Planning & New Product Development/Introductions

Execution

Client Relationship & Performance Global Supply Chain/Vendor Management

Financial & Operational Benefit Process Excellence/Lean Six Sigma

Reporting Lean First to IT/Coach, Mentor, Teach

Change Acceleration & Organizational

Maturity

Industry Experience

Healthcare / Contact Call Center Money Transfer and Prepaid

Management Consulting Postal / Distribution Centers

Financial Services /Transaction Print and Mail

Processing/Insurance

Plastic Card (Secure and Unsecured) Department of Defense

Transportation (Rail, Over the Road, Metals (Steel and Specialty) / Flow

Off Road) Industry

CONVERGYS CORPORATION October

2013 - July 2014

Director Business Process Improvement, Global Operations Management &

Process Improvement

Plan, organize, and lead Optimization & Transformation strategy for global

operations. Partner and support major company initiatives that impact

operations across multiple-regions. Build infrastructure, coach/teach, and

lead execution. Collaborate with peers in quality systems and process

management. Support major account teams.

. Major strategic initiative request for support. Lead discovery and

agreement for support of five major initiatives within a new Retention

strategy. Program, methods, and sustainment support was set into motion

resulting in comprehensive solution implementation plan for North America.

. Company at crossroads for a continuous improvement strategy. Lead the

program planning session to outline regional engagement, strategic

workflow, training/project execution, and benefits realization. Result

was an integrated Business Process Improvement plan standing up PMO with

right infrastructure to support strategy.

. Program operating with limited funds. Lead the design, development, and

deployment of a strategic workflow for global engagement via open source

platform. Project selection and prioritization incorporated to compliment

Regional Leader staff planning and review cycle.

. Lead the integration planning for continuous process improvement by

proposing an approach for structured problem solving. Result was

formation of Optimization & Transformation in the Global Operating Model

. Designed and delivered a Global Green Belt program utilizing Lean Six

Sigma methodologies tailored to the contact center industry. Included:

candidate selection, training, coaching, certification requirements and

ASQ study guide based exam.

. Lead dialogue with Finance to establish Operational/Financial Benefit

guidelines to monitor Hard/Soft dollar impacts. Emphasis was on

supporting gross operating profit through cost savings/revenue protection.

. Coaching 14 Rising Star High Potential Leadership candidates on

improvement projects using DMAIC as a structured problem solving method.

Focus on solutions and sustainment worth $11.7M annual savings across NA,

LATAM, PH, I

BMGI: Principal / Senior Consultant

May 2013 - Aug 2013

Provide performance improvement and training consulting services, and

specialize in leading strategic planning and innovation methodologies.

GE HEALTHCARE, Waukesha, WI 2010 - May

2013

CT Segmentation Project Leader, GE Healthcare, Global Supply Chain

April 2013 - May 2013

Deploy Segmentation strategy globally for the CT product line across make

centers and poles. Implement and operate segmentation process, integrate

regions and global supply chain collaboratively, and employ demand shaping

strategies with product marketing. Manage change, execute, and report on

all projects of program for CT product.

Master Lean Leader, GE Healthcare IT & Process Excellence, Americas

July 2010 - April 2013

Lead and partner in the US Canada Region in key customer facing and

commercial areas to plan and implement process excellence strategies and

processes. Work cross-functionally with Commercial ops, Sales, Services,

Marketing, Information Technology, and Finance & Compliance.

. Lead the redesign and delivery of GE Advantage Commercial Excellence

Breakthrough Event. Event week results Inquiry to Order/Order to

Remittance space at $18M in qualified marketing lead acceleration/$1.4M in

return material exposure.

. Planned and delivered Lean First prior to new Configure, Price, Quote

system development. Result was an event of 100 people, synchronized 19

P&Ls to new process for US/Canada, reduce development costs by $40M,

ensured FDA compliance by 2013. USCAN CIO Team Award Q1 2012

. Significant operational issues Variable Comp Center of Excellence.

Delivered performance requirements, one core process, dashboard, and

functional control. Result was estimated 76% improve to time based waste /

40% improve to Quality. Coached Manager to build roadmap journey for new

system requirements for automation.

. Unclear visibility to profitability with Group Purchasing Organizations

by Segment & P&L. Designed, built, and delivered first ever Profit

Scorecard with heat map. Opportunity for Fee reduction of $5M-$10M, cost

improvement of $7M-$7.2M

. Delivered the preparation and facilitation of a USCAN Order Management

COE future state vision event with 40-50 people, consolidating four

business segments into one GEHC Order Management Core Process. Identified

35% cycle time reduction. Event formalized future state vision and COE

improvement strategy for 2011.

. Process excellence team in need of new road map. Lead 2011 strategic

plan for partnership via revitalization, renaissance, and enlightenment.

Result was new infrastructure, knowledge transfer, and event strategy to

tactically support business.

Accenture /George group, Denver, CO 2006 - 2009

Senior Manager, USPS 9 Areas Black Belt / Kaizens 2008 - 2009

Provided executive client relationship, delivery, account profitability,

selling, add-on sales, and supervision of the team across the continental

United States.

. Won base contracts with add-on work $7-$10M revenue;3rd highest revenue

account of service line in 2009

. Led 35 members of consultant team to deliver assigned projects to the 9

USPS Areas and HQ (included reviews).

. Estimated financial benefit delivered $60 - 64M with $200M+ via

replication across all USPS.

. Led project USPS Western Area improving cancellation by 8pm; 360k pieces

60 min sooner; $1M network savings

. Led and designed project requested by Western Area MOS to build

reposition process. Down Market volume drives operational model change.

Facilitated executives to sequence disconnected process for speed/accuracy

to new normal

. Overall team improved processes in letter and bulk mail operations,

transportation / networks / carrier routes, delivery units, and support

services (HR, Labor Relations, Compliance).

Engagement Leader, Federal Practice, US Army 2007 - 2008

Maintained client relationship, delivery, account profitability and

supervision of the team across the continental United States.

. Lead 3 members of consultant team to deliver coaching and support to 7

State Army National Guard Commands.

. Influenced client to strategically realign, prioritize, and execute

projects to pull benefits forward.

. Results included team completion of 7 coached projects with est. final

financial benefit of $6.7M, which was a 10X return on investment on Task

Order.

. Pipeline of projects poised to deliver 38 more projects in 3-6 months.

. Coached project in IL ARNG G1 to shorten personnel action processing from

30 to 4 days with lean cell/new tech

Senior Consultant/Lead Instructor, Federal Practice, US Army LSS

Schoolhouse 2006 - 2007

Conduct and lead selected programs of instruction for client executives and

employees, including event coordination, delivery, and after action review,

over a 12 month period in multiple sites across the United States.

. Delivered Executive Awareness and Project Selection Workshops: 7 courses

to executives and directorate level leaders at various commands: HQDA

(ASALT, DOD, DOA), INCOM, ARNG, and Navy / Marine Corps.

. Delivered Black Belt Curriculum: 7 courses (four weeks each course), 175

students

. Delivered Green Belt Curriculum: 7 courses (two weeks each course), 175

students.

. Instructor evaluation average 9.1 on a max scale of 10 (over 225

evaluations)

professional Experience

First Data Corporation 2000 - 2006

Director Operations, Denver, CO 2004 - 2006

Organized plastic card supply chain strategic planning, cost analysis,

domestic / international suppliers, quality plans, SLA, capacity planning,

back office operations, and supplier relationships to support a $110M

business. Key focus on partnerships and business integration for

competitive advantage inside the company and with suppliers, leveraging

lean.

. Completed production and process improvement projects in supply chain to

protect 12% of revenue.

. Implemented scorecard tracking and projects resulting in 1.4% EBIT and

3.0% in revenue improvement.

. Standardized supplier quality improvement plans, smoothed production,

performance metrics.

. Back office operations redesigned to reduce lead time by 80% and improve

Quality by 50% with lean strategy, and redeployed 25% of workforce to

revenue generating activities.

. Organized supplier selection / classification criteria to negotiate

contracts with critical suppliers domestic and international to support

business activity.

Director Six Sigma / Master Black Belt, Denver, CO 2003 - 2004

Interacted with senior management for a business unit / segment / division;

partner to create strategic six sigma plans; advise management, train and

mentor continuous process improvement; improve quality, cost, and delivery

of revenue enhancement.

. Partnered to implement new product development into an innovation funnel

for $36M in revenue.

. Partnered to realize $3.2M in revenue enhancement through shorter client

implementations.

. Partnered to realize $3.1M in cost reductions via procurement process

improvement.

. Lead trainer for 4 week, 22 member Six Sigma / Lean Black Belt class

include new material roll out.

Director Six Sigma Quality Coach / Master Black Belt, Macon, GA 2000 -

2003

Contractual liaison to GE Capital as Master Black Belt, quality

improvement, and SLA performance tracking across six manufacturing sites in

a $35M service agreement; budget and supervised 35 employees in a combined

quality assurance, systems, and six sigma (QSASS) organization in the six

sites

. Influenced 6 sites in First Data with GE Capital as strategic client:

performance, relationship.

. Reorganized quality organization in four sites to set new direction to

quality and Six Sigma.

. Led an initiative using Lean principles to schedule work via visual

factory in facility improving cycle time from 4 days to 3 days - prevented

$283K in SLA penalties.

. Managed cross functional team to reduce facility quality measures to new

record lows to prevent $100K SLA penalty.

. Coordinated a cross functional team to reduce cut variation in two

separate facilities for remit coupons, prevented a $160K penalty,

supported client remittance processing center efficiency and satisfaction.

. Directed initiative to standardized requirements / methods across

facilities for performance and versatility.

ABC-NACO Inc. 1996 - 2000

Manager Process Engineering, Downers Grove, IL 1998 - 2000

Oversaw materials development, training, on-site coaching support of Black

Belts; budgeting and contracting for deployment of Six Sigma across 12

facilities in United States, Canada, Mexico, and the UK; includes ROI

tracking, and linkage of Six Sigma initiatives into corporate finance

tracking of Costs of Poor Quality (COPQ).

. Led Six Sigma in a $750M corporation with 16 Black Belts in 12

manufacturing facilities across four countries supplying steel castings,

track, signaling, and rail services to the rail and flow product markets.

. Program saved $1.3M with $550K above program costs.

. Mentored 37+ projects across the corporation with pipeline of projects

worth $2.2M.

. Collaborated with corporate finance to implement measurements to connect

plant capability with cost.

. Chaired and co-taught two sessions on Six Sigma at Railway Progress

Institute '99 in Chicago.

Six Sigma Black Belt, Keokuk, IA 1996 - 1998

. Trained by General Electric Transportation Systems to be a Supplier Six

Sigma Black Belt, became the first of 22 trainees to successfully complete

two projects on time to goal defect level.

. Developed productivity measure for nine step manufacturing process.

. Improved manufacturing processes on one specific part worth $125K in

annual rework cost.

. Won 2nd place at Steel Founder's Society of America 1997 Technical &

Operating Conference for Project.

Assistant Production Manager, Keokuk, IA 1996 -

1996

. Managed accounts with client for scheduling, production, and shipping on

time per client needs.

. Integrated with operations to ensure delivery schedules were met.

. Integrated with sales regarding client relationship, requirements, and

delivery.

. Improved source inspection pass rating from a dysfunctional status to 99%

first time pass thereby accelerating revenue generation on critical

defense contract.

U.S. Army Experience

Patriot Crew Member (Enlisted) and Air Defense Officer (Commissioned

Officer), 1990 - 1995

Security Clearance

Top Secret, granted 2007, Valid till 2014

Education

MA, Organizational Management, University of Phoenix

BA, Communication / Rhetoric, University of Pittsburgh

Lean Six Sigma Certifications

George Group Certified Master Black Belt, 2008

First Data Corporation Certified Master Black Belt, 2003

Supplier Certified Master Black Belt: GE Capital 2002

Certified Black Belt: GE Transportation Systems, 1997

Training

Certified Scrum Master, Scrum Alliance, 2013

GE Leadership Development Course, Crotonville, NY 2012

GE Strategic Communications, GEHC 2011

Recognized as "Sensei" by Shingijutsu Institute, Mr. Ito at GE Healthcare

Institute 2010

Accenture Issue Based Problem Solving, 2009

Accenture Strategy College, 2008

George Group Lean Deep Dive, 2007

George Group Engagement Director Academy 2006

George Group Instructional Academy (long course), 2006

Leadership Forum, Denver, CO; Leadership Renewal, Future Thinking, 2006

Lean Business Process, Enterprise & Policy Deployment,

Strategy & Implementation for Executives, TBM Consulting, 2004

Emotional Intelligence for Executives, Linkage Inc, 2004

Systematic Consultation for Executives, Linkage Inc, 2003

Merger & Integration Training, Daniels University, Denver, CO, 2002

GE Consumer Finance Six Sigma MBB Waves CAP (work-out), Regression, Design

of Experiments, 2000

Shainin LLC Statistical Engineering Journeyman's Course, 1998

GE Transportation Systems Supplier Six Sigma Wave 4, 1996

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