Six Sigma Sales

STEVEN DARRISH

**** *** ******** ** ***- ***-**** (H) 314-***-****(C)

St. Louis MO 63132

SUMMARY

A combination of experience and creativity to effectively manage

complex organizations in technical and non-technical

environments. Extensive varied experience in technical,

operational and project management. Strong communication and

presentation skills. World-class process design and

implementation experience in manufacturing, financial services,

and software development. First Wave Certified GE Master Black

Belt. Six Sigma Master Belt Certification from GE Medical, GE

Capital, PricewaterhouseCoopers and Bank of America. Extensive

DFSS experience.

PROFESSIONAL SKILLS

. Over 25 years of hands-on leadership experience in

organizational development, management consulting, and re-

engineering with the leading organizations in the world.

. Strong Six Sigma experience, including transactional,

manufacturing and software. Highly experienced in financial

services, banking and manufacturing.

. Thought leader in training and implementation of the Six Sigma

infrastructure including organizational and management

development. Specialize in leadership, change management and

performance improvement (Six Sigma) methodologies.

. World Class Design for Six Sigma experience. Developed

curriculum, trained and led projects with founders of DMEDI

and DMADV. Responsible for original thought leadership in

space. Mentored and coached DFSS projects across

manufacturing, petrochemical, software and financial services

organizations

. Senior leadership experience in Mortgage and Retail Banking.

Bleeding edge design experience in software development,

manufacturing and financial services

. Experience in manufacturing systems including MRPII, ERP and

Lean. Strong front-end skills

. Turned around GE component with $100 million impact. Led

engagement at LG Industries and Caterpillar Tractor with

billion dollar impacts

. 15 years of world class PMO experience across manufacturing,

service and software organizations.

PROFESSIONAL EXPERIENCE

7/2004 - current Senior Vice President - Change Management - Six Sigma,

Bank of America, Charlotte NC

Change Executive responsible for leading landscapes of projects

across the business (BAU) and transitions (Mergers: LaSalle,

MBNA and Countrywide). Led the acquisition, integration and

merger of target companies into the Bank of America footprint

and the execution of BAU projects across the Consumer Bank,

Mortgage and the Investment Bank. Project work focuses on

developing /re-engineering enterprise level information

technology systems, products and processes leading to optimized

end-states. Prior to leading Change at the Bank, Six Sigma

executive with end-to end leadership responsibility for 550

banks in a Ten State Area. Responsible for driving performance

improvement and Six Sigma initiatives across the Central

Division. Member of the Core Leadership Team with divisional

level responsibility for driving 1.6 million sales units and

leading world class customer delight.

. Lead a significant segment of the MBNA - BAC transition

activity supporting the acquisition and merger of MBNA ($35

Billion) into Bank of America. Lead the design and deployment

of projects and delivered and managed governance activity

supporting the merger from assessment through execution

including re-branding the MBNA product portfolio. Lead PMO

activity across space. This transition made Bank of America

the largest card issuer in the U.S, with $143 billion in

managed outstanding balances and 40 million active accounts of

which 20 million are new customers.

. Senior leader on the LaSalle- BAC merger/transition.

Responsible for assessment, design, deployment and integration

activity across the Consumer Bank. LaSalle is a $21 Billion

acquisition that brought 1.4 million customers to Bank of

America.

. Led a large change organization responsible for executing

large technology projects across Home Loans & Insurance

including managing Loss Mitigation Strategies, Home Equity and

Reverse Mortgage activity.

7/2002 - 7/2004 Director of Six Sigma Product Development, Microsoft

Corporation, Redmond, WA

Set the vision, strategy and direction for the Six Sigma Program

in Product Development organization at Microsoft. Responsible

for the development, deployment and adoption of Six Sigma in the

product development organization. Responsible for improving core

processes across the product development organization including,

New Product Introduction (NPI), Product Planning (PM), Product

Development, Test and Release. Focused on driving new

methodology into the product life cycle to improve our ability

to design and deliver targeted products to the marketplace,

drive up our share of the wallet and continue to deliver

technology that meets the needs of our customers and partners.

Transitioned to 'The Office of the Chief Architect 'organization

QEP' - (Bill Gates) to work on building best practices and

driving thought leadership in the software development space at

Microsoft.

. Led development of first Six Sigma Software package released

by Microsoft with $70 million impact to top line. Designed

software using Design for Six Sigma.

. Directed team that developed over 100 Six Sigma smart shapes

and templates in Visio supporting Microsoft's Go-to-Market

Strategy

. Re-engineered the Sustained Engineering organization in the

"Microsoft Office' organization

. Partnered with PM and development organizations' to improve

the user interface speed of 'OWA'- Outlook Web Access.

1/2002 - 7/2002 Corporate Vice President - Six Sigma, Bank of America,

Charlotte NC

Senior Six Sigma Executive responsible for developing, and

growing the Six Sigma organization across the Central and

Western States. Directly responsible for Six Sigma activity

across seven call centers. Owned project responsibility

including P&L for the Centers. Launched 400 DMAIC projects

across region with a projected yield of over $178 million.

Built, led and developed the Six Sigma Training Organization

across US for Customer Service and Support Organization

supporting 20 plus call centers. Trained over 800 Green Belts

and Black Belts in the first 6 months of program launch.

3/99 to 1/2002 Senior Strategic Risk Manager - Partner

Track, PricewaterhouseCoopers - (ABS). Senior Leader and

Principle Risk Architect. Responsible for design and development

of the Enterprise Risk Practice across PWC. Worked closely with

Global 1000 corporate audit teams transforming the way they

manage operational and strategic risk (from adversarial to

consultative and participative) across their organizations'

including how to assess and mitigate risk while leveraging the

activity as a competitive business advantage. Used an Integrated

Risk Compliance Operating Model that focused on compliance and

risk identification/mitigation as a business process outcome,

not as a function.

Senior Manager, Master Black Belt

PricewaterhouseCoopers - Management Consulting Services (MCS).

Provided thought leadership, project management, training and

implementation expertise in the development of the Six Sigma

global practice. Spearheaded practice growth and integration of

services across client base. Partial client list includes LG

Industries - Korea, J.P Morgan Worldwide, Dow Chemical

Worldwide, AIG Insurance, and General Electric.

. Led Global Six Sigma initiative at LG Industries in Korea.

Mentored and Coached projects in Petrochemical (Plastics),

Pharmaceuticals and Wood Products Divisions. Provided

strategic and deployment planning (tactical); infrastructure,

metric and system design; and training and project

implementation (consulting). Led a number of projects in LG's

Pharmaceutical Division including development of Hepatitis C

Testing kits that allowed them to be the sole supplier for the

Korean Health Ministry and Hospital network.

. Drove multiple DMAIC and DFSS initiatives in R&D (plastic

resin design) and NPI across business units.

2/97 to 3/99 Master Black Belt of Quality, GE Medical Systems -

Business Solutions. Provide technical and project management

expertise on Six Sigma initiatives. Responsible for methodology

development, training, deployment, and mentoring across GE

Medical Systems. Led Six Sigma and change management

initiatives with GE Medical System's strategic partners. Partial

client list includes: MD Anderson Cancer Hospital, Sloan

Kettering, Merit Group, Commonwealth and Kaiser.

Master Black Belt of Quality, GE Capital Mortgage Services. Work

closely with senior business leaders to provide guidance and

technical expertise in development and adoption of an integrated

management system. Use a six sigma methodology to drive cost out

of the organization. Responsible for building a fact-based

organization with full participation of employees at all levels

including senior leadership

. Led reconveyance team yielding $14 million in cost avoidance.

. Re-engineered the Mortgage Servicing end-to end process at GE

. Led pay-by-phone project that yielded incremental revenue of

$3 million annually

. Architected recovery of over $2.9 million in written-off

receivables

. Developed and installed a process management structure and

process measurements

linking the organization from top to bottom

. Led team that provided 65% of the organization's pre-tax

profit for 1997 (GECMSI)

8/95 to 2/97 Principal, Renaissance Change Management Company.

Specialized in quality and performance improvement initiatives.

Marketed, designed and delivered consulting, instructional design

and training to Fortune 1000 companies. Delivered professional

services including organizational assessment, process value

analysis, re-engineering design and implementation. Facilitated

QS 9000 and ISO 9000 engagements. Contracted services to

performance improvement firms and clients including project

management and delivery of customized training. Designed and

delivered leadership, quality and sales training geared at

hourly, line and executive management levels. Provided

facilitator services for capital projects, organizational change,

team building and I.S. initiatives. Partial client list: Maritz

Performance Improvement Company, Ford Motor Company, Holley

International, INX Corporation, Center for Business Industry &

Labor, BellSouth, Jim Walter Resources, Borden Company, AT&T

Wireless Services and Nabisco Inc.

. Re-engineered a division for BellSouth: Automated

reimbursement function. Reduced people on payroll from 185

people to 15. Designed AVR system and automated the

eligibility, reimbursement and administration process.

. Partnered with CSC Index and McKinsey on a project for Nabisco

Biscuit Company. Re-designed the sales organization and

developed learning systems and career paths around newly

created core processes. Sales division: 5.4 billion dollars in

sales revenue

. Re-designed Jim Walter Resources $6 billion continuous coal

operation. Reduced mined coal cost per ton from $26.00 per ton

to $18.00. Increased long wall operation from 4.5 passes per

shift to 14.

8/94 to 8/95 Manager of Quality Systems, Multiplex Company, Inc.

Reported directly to the President of the Corporation.

Responsible for quality assurance and quality control. Headed the

re-engineering effort including re-design of manufacturing,

engineering and quality. Directed organizational development and

training initiatives. Charged with developing a team organization

leading to self- directed work teams. Responsible for ISO 9000

activities leading to registration. Designed and developed MRPII

policy including sales and marketing planning policy, MRP/CRP

policy and master production scheduling policy.

4/91 to 9/94 Consultant/Trainer, Center for Business

Industry & Labor, St. Louis Community College. Designed, marketed

and delivered quality and leadership training, instructional

design and consulting to major companies throughout Missouri.

Specialized in SPC, process value analysis (PVA), continuous

improvement, structured problem solving, team building, DOE, ISO

9000, and facilitation. Senior needs assessment/analysis

consultant: Responsible for the development, design and delivery

to top management. Expertise in manufacturing systems. Partial

Client List: Hussman, Cupples, Integram, McDonnell Douglas,

Anheuser Busch, International INX Company and, Lindberg Heat

Treating.

. Conducted organizational need assessments at Nabisco, Semco

Plastics, Stout Marketing and Everst & Jenning, Corporation

culminating into $700 thousand in training and consulting

sales.

. Developed and designed training platforms in SPC, process

control, structured problem solving and team building for St.

Louis Community College.

Contract Consultant, Qualtek Consulting Group. Sold, marketed

and implemented quality consulting to major corporations

throughout the St. Louis metropolitan area. Specialized in Total

Quality Management (TQM) and business performance improvement

initiatives.

2/90 to 4/91 Management Consultant, The Alexander Proudfoot Co.

Designed and implemented management/quality operating systems

that addressed attainment, schedule, cost and quality. Headed re-

engineering efforts within organizational-wide engagements.

Initiatives included organizational development including right-

sizing and flatting organizations to optimize performance.

Designed closed-looped management and corrective action systems

that identify and eliminate chronic problems, increased

efficiency, productivity and profitability. Initiated changes in

existing corporate cultures and work behaviors at line, middle

and senior management levels. Developed business through

consultative selling to top management. Clients included: Coopers

Industries, LTV Aerospace Group, Genicom Corporation, Diebold,

Citicorp, and Savin Corporation.

. Key member of the consulting team at LTV. Increased aggregate

productivity in the 747, 757 and 767 programs by 25 percentage

points. Project yielded $96 million in saving over 13 months.

Developed presentation for more work that yielded an

incremental $20 million in professional fees.

. Member of the assessment team at Genicom and Cooper Industries

culminating into $6.1 million in billing.

1/89 to 2/90 Principal, Begis Darrish and Associates . Developed a

manufacturer's representative relationship with Esselte Meto to

market and sell bar-code printers. Hired and developed

distributors and major accounts primarily in the Midwest market.

Developed and trained a sales/service organization specializing

in re-marking capital medical equipment to major hospitals and

labs throughout the U.S. Dun and Bradstreet #19-867-4475

10/79 to 1/89 National Services Manager, Esselte Pendaflex Inc.

Directed the technical service/sales organization nationally.

Responsible for regional facilities in Dallas, Los Angles, New

York, Boston, and Chicago. Developed and managed the industrial,

VAR, retail distributor and food broker organization segments

nationally. Division sales were $25 million.

EDUCATION

May 1983 OHIO UNIVERSITY, Athens Ohio

Bachelor Degree - Specialized Studies

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