SUMMARY

Innovative Business Process Engineer/ Project Manager/Business Analyst with expertise spanning a wide array of applications and technologies across multiple industries; Portfolio of projects has included: Business Process Engineering /Modeling, Finance / Loan Processing, Manufacturing, and various specialty systems. Demonstrated ability to leverage the combination of Business Process Analysis / Process Improvement, Project Management skills and experience, to successfully identify and implement process improvements to meet targeted business objectives.

EDUCATION

Seton Hall University (MBA – Finance), Babson College (B.S. – Business Administration)

TECHNICAL SKILLS

MiniTab, iGrafx Process for Six Sigma, Visio, Innotas PMO Enterprise Software, MS Project / Project Server, MS Access, MS Office Suite, MS SharePoint, Blueprint, HP ALM Quality Center (Application Lifecycle Management), Remedy, PowerPivot

PROFESSIONAL CERTIFICATIONS & AWARDS

Project Management Institute (PMI)

Project Management Professional (PMP®) Certified

ITIL Practitioner Certified – IT Service Management: Support and Restore

ITIL Practitioner Certified – IT Service Management: Release and Control

ITIL Practitioner Certified – IT Service Management: Service Desk, Incident & Problem Management

ITIL Foundation Certified (v2 and v3)

Training: Introduction to CMMI-DEV V1.2 Training Class; Risk Management; Merck SDLC Training v2.x; Merck Leadership 'Managing @ Merck' Training (M@M); Merck Change Leadership; Merck Operational Excellence (OE) Methodology; “Six Sigma” Training (Black Belt Candidate); Attended Various Process Engineering & Design Sessions; “Process Design & Implementation” (Hammer & Co.)

Awards: 2007 MRL Division (Merck) / Staff Area Award; 2005 Special Achievement Award (OE Medical/Legal Review Process Improvement Initiative) Six Sigma Project; 2001 Award for Excellence (American Heart Association “Get with the Guidelines” Program Support

PROFESSIONAL EXPERIENCE

10/2015 – 5/2016

3/2014-9/2015

4/2013- 2/2014

Primary Role / Responsibilities:

Additional Responsibilities & Accomplishments:

Consultant / Project Manager (Portfolio Management Analyst)

7/2011- 3/2013

Pfizer, Inc.

Project/Portfolio Manager / Process Improvement Analyst

Worked within Pfizer’s ERP Solutions Group to manage their Enhancement Request Portfolio and Release Management Process within the Manufacturing and Quality areas of operation. The primary focus of this role was to review the current Process and make recommendations for improvements to the overall Process, prior to rolling out a new custom Project Portfolio Tracking System. Additionally facilitated discussions for process improvements, through the use of comprehensive Process Maps (following the BPMN, Business Process Modeling Notation Standard). Recommended process improvements were adopted and incorporated into the overall Portfolio Management Process, resulting in operating efficiencies and improved “Critical To Quality” (CTQ) improvements of the process.

In addition, developed an Excel Workbook, consisting of an automated Extract & Update Process, with multiple functional “views”, providing a repository for “auxiliary information”, not addressed by the new customized system. This repository also provided a tool for Metrics Reporting and a “prototyping” environment for prospective future system enhancements.

Merck, Inc.

Project Manager / Scheduling Specialist

Worked within the Merck Manufacturing Division's PMO Group (MMD IT), managing multiple projects remotely. These projects are part of a worldwide program to upgrade Merck's Manufacturing Enterprise Systems for manufacturing facilities based in North America, South America, and Europe.

PJM Interconnection, LLC

Consultant / Project Manager (Portfolio Management Analyst)

Working within the PMO, responsible for the management of multiple project budgets across several capital project portfolios. Responsibilities included ensuring that the projects are within budget and in compliance with established PMO /Accounting guidelines. Project Management activities included the management of projects to ensure that the projects were within scope, schedule, and budget constraints.

Performed in a leadership role within the SED (Systems Engineering & Design) Organization to facilitate and ensure compliance with the SED Review Process. Enabled various process improvements within the SED including a redesign of the SED SharePoint Site, along with the implementation of improved Metrics & Reporting. These improvements provided a better alignment with the SED Process; and created a foundational infrastructure to facilitate the PJM Organization in meeting targeted business goals and objectives.

AmeriHealth Mercy Family of Companies (through Magic Hat Consulting)

Sr. Project Manager / Business Process Improvement Analyst (11/2012- 3/2013)

Facilitated, designed, and developed additional functionalities to advance the organizational maturity level within the PMO. This enabled the PMO to Score, Prioritize, and Manage the various Portfolios of Programs and Projects to ensure alignment with the targeted business goals and objectives. Specific process improvements included Resource Capacity Management, the Project Request Justification Process (/ Cost Benefit Analysis), along with the implementation of a Prioritization Scoring Process for the various projects within the PMO Project Portfolios.

Sr. Business Analyst (7/2011- 10/2012)

Worked with the various CCOE (Contact Center of Excellence) cross functional project teams, providing Business Analysis and Process Improvement expertise for the ‘future state’ implementation of the CCOE. Projects included: CTI (Computerized Telephony Integration), Integrated Agent Desktop, Workforce Management /Optimization, and Unified Domain Integration.

Additional contributions:

Identification of potential process improvements for various Call Center business processes

Incorporation of BPMN (Business Process Modeling Notation) Standards to manage the optimization and transformation of the ‘Current State’ process into the proposed ‘Future State’ Vision.

Preparation of ‘best practice’ guidelines and training of the extended CCOE Project Team in the utilization of MS Project 2010

Establishment of guidelines for utilization of MS Project 2010 to leverage ‘shared resource pools’, facilitate consolidated reporting across the various CCOE Initiative Project Portfolio, and leverage existing and new Project 2010 functional features

Refinement of ‘Traceability Matrix through Testing’ Process with the development of an enhanced spreadsheet tool integrated with the HP Quality Center Testing Software.

Instrumental in providing redesign for vendor developed “Integrated Agent Desktop” Call Center Application, along with providing supplemental Project Management activities to ensure successful implementation.

12/2010-6/2011

SDI

Project Manager

Supported /managed an array of custom pharmaceutical data analytics projects for several of SDI’s key clients.

9/2010-11/2010

IMS (through McGrath Systems)

Project Manager

Managed ‘Aggregate Spend’ Compliance Reporting Initiative for the collection and reporting of a major Pharmaceutical Manufacturer to provide regulatory compliance reporting with various State Regulatory Agencies.

6/2009- 8/2010

Merck & Co., Inc. (Independent Consultant)

Program Manager / Business Process Engineer

Provided Program Management Support for the various interrelated project work streams in support of targeted ECKM CoE strategic, tactical, and operational goals; coordinating more than a dozen interrelated project work streams, as Program Manager of Merck’s ECKM (Enterprise Collaboration Knowledge Management) Group, a part of Merck’s GTS (General Technology Services) organization. These work streams were in support of the development of a newly formed CoE (Center of Excellence) created to provide IT Services and Support; and facilitate and promote the advancement of the IT Service Maturity Model across Merck’s IT Global Enterprise.

Additional contributions included:

Revised the Service Maturity Model Scorecard with the development of Summary Indexing Metrics

Developed a related set of standardized SharePoint Sites in Support of the PMO (Program Management Office), SRB (Systems Review Board), and CCB (Configuration Control Board) Governance Policies, Processes, and Procedures. These SharePoint Sites provided the ability to capture, track, and manage the various Governance Process /Procedures within established Governance Policy Guidelines.

Developed a set of hierarchical Process Maps in support of the ECKM Governance Model Policy Business Rules and Guidelines. This set of Process Maps adhered to the BPMN (Business Process Modeling Notation) Industry Standard (and includes organizational swim lanes, RACI attributes, and modeling capabilities to provide continual process improvement).

10/2008- 5/2009

Independence Blue Cross (through Magic Hat Consulting)

Business Analyst / Business Process Engineer

Working with IBC’s Inter-Plan Coordination Group, performed a comprehensive analysis of IBC’s “Plan To Plan” Call Center to provide process improvements for the ‘P2P’ Call Center Issue Resolution Process. Deliverables included: ‘As Is’ Process Maps; Analysis of existing ‘As Is’ Process; Discrete Process Modeling and Simulation to test hypothesis alternatives, using Six Sigma DOE (Design of Experiments) techniques. Subsequently proposed process improvement plan and set of recommendations were then presented and adopted for implementation.

5/2008- 9/2008

Day & Zimmermann (through Magic Hat Consulting)

Business Analyst / Business Process Engineer

Working with Day & Zimmermann’s Corporate HR group provided the following sets of deliverables:

Developed several sets of “To Be” Process Maps, incorporating both manual and relevant automated system process activities. These process maps were used to gain clarity and understanding of the overall process and to attain improvements in overall efficiency and effectiveness of the process.

Developed a comprehensive “Master Calendar” to communicate any/all key events and activities which enabled the organization to be more efficient and effective in the planning, coordination, and allocation of company time and resources.

8/2000- 4/2008 (2/2007- 4/2008)

Merck & Co.

Project Manager / Process Analyst, HHIT-IS Process & Quality

Merck ITPx (IT Process Xcellence), ITOM (IT Operating Model), SDLC

(Systems Life Cycle), CMMI (Capability Maturity Model Integration), and ITIL (IT Infrastructure Library) Process Improvement Initiatives

Project Lead for implementation of seven ITIL Process Areas

As Project Lead, developed and led the GHH IT organization through the successful implementation of the new IT Operating Model (ITOM), incorporating the CMMI Guidelines and ITIL Framework as a part of the overall Process Xcellence initiative for GHH.

Instrumental in helping to develop strategy and approach to implement CMMI / ITIL Level 2 Compliance 2007 objectives. Recommended and drove Global Process Forums to incorporate and integrate the various IT, Project Management, and Process Improvement Disciplines into a single comprehensive Merck Framework.

Applied acquired Six Sigma Process Improvement Methodology, as appropriate while transforming the existing IT Process Areas to conform to ITIL / CMMI framework and guidelines.

Received MRL Division / Staff Area Award in recognition for the work performed as an active contributor of the Project Management Process Improvement Forum

(7/2005- 1/2007)

Project Lead, Information Delivery “MyCall” Analytics' / Channel Reporting

Developed Statement of Work, interviewed and selected third party vendor for MyCall Analytics' software development effort, providing overall project management and direction.

(8/2000- 7/2005)

Manager (Internal Consultant) USHH OE (Operational Excellence)

Provided Business Process Engineering and Project Management support, assisted in identifying areas where continuous improvement and/or re-engineering opportunities exist to improve effectiveness and/or efficiencies within/across the Division. Tasks and activities included: Project/Program Management; Organizational/Change Leadership; Process Design, Mapping, and Simulation Modeling.

Recipient of Special Achievement Award for “advancing the Medical Legal Process Improvement initiative through Discovery and into Design/Implementation”… and “for dedication and persistence to push through all of the hurdles associated with data gathering, for the challenge of facilitating the process with a large cross-functional group, for the rigor applied to the analysis, and for the clarity of the recommended solutions.”

As a Project Lead, worked with the Office of Medical Legal to optimize the Medical /Legal Review Process, applying the MERCK SIGMA (Six Sigma) Methodology from Discovery through Design. Gained management approval to proceed with the Medical-Legal Process Improvement Initiative Recommendations.

Prior To 5/2000

Involved in various technology projects…

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