Results oriented, Senior Project Manager and Business Process Manager offering expertise in successfully managing multi-million-dollar operational improvement, business operations and information technology projects in complex organizations. Committed to completing projects on time, within scope and within budget and well versed in all project management and process improvement methodologies. Extensive experience effectively managing cross-functional teams, building consensus, and obtaining expected results. Highly effective in meeting corporate strategic objectives and plans and working as a manager or as an independent contributor.

Over 15 years’ experience managing direct reports (both professional and non-professional), including performance evaluations, resource planning and team building and team motivation, hiring/firing and all Human Resource responsibilities.

CORE COMPETENCIES

Project Management:

PMBOK

Business Requirements Gathering

Resource Management

Cost Control

Change and Risk Management

PMO Department Management

IT Project Lifecycle:

Agile Development

Waterfall Development

High Level & Detailed Level Design

ETL Process Management

QA and UAT Testing

End User Training

Process Re-Engineering:

Six Sigma/PDCA/Lean/Kaizen

Cycle Time Reduction

Quality Improvement

Performance Metrics, Dashboards

Cost Reduction

Capacity Planning

Professional Experience

IDI Consulting, LLC

Senior Project Manager Pittsburgh, PA May 2015 – June 2017

Provide project leadership and management for multiple IT and process improvement implementations for Enterprise PMO for a $12 Billion Health Care delivery system and an $11 million budget.

Fully accountable for delivering a portfolio of projects on time and within budget through effective requirements gathering, scope development, resource management, change control and risk management. Responsible for developing and implementing “best practice” project management methodologies, processes and controls for a newly created Project Management Office with corporate-wide strategic projects.

Key Achievements:

Successfully completed two projects on time and on budget (Master Data and Vocabulary Data migration from multiple sources into a new enterprise data warehouse)

Created and implemented PMBOK methodologies and controls (Scope, BRD, Change Mgmt., Risk Mgmt., and Communications delivery process) improving completion times and reducing errors

Worked directly with managers and supervisors training them on process management and project management disciplines

Installed modified Waterfall/Agile SDLC process for data migration projects, resulting in projects completing in less time and less resource cost.

Express Scripts, Inc.

Senior Project Manager Warrendale, PA May 2013 – May 2015

Successfully deliver multiple IT application improvement projects in a rapid development environment for a national, multi-billion-dollar specialty pharmacy. Project budgets were from $3 million to $120 million and managing up to 45 interdisciplinary exempt and non-exempt staff.

Key Achievements:

Decreased the turnaround time from 6.8 days to 3.8 days for resolving Denied Claims by automating workflows based on denial codes, routing criteria, automatic prioritization and automatic resolution resulting in improving cash flow by over $3 million

Decreased Bad Debt Expense for a major Insurance Payor (Blue Cross/Blue Shield) by $3.2 million in 90 days by creating an algorithm to flag potential late payments earlier in the collections process

Managed the highest impact, complex, system enhancement project (IT) from development through release to production, resulting in reducing non-value-added work by 35% and improving cash flow by $10 million per month.

Canon Corporation

Business Process Project Manager Pittsburgh, PA March 2012 – February 2013

Implement process improvement and project management methodologies for international document production and management corporation focusing on vendor relationships, supply chain management and performance enhancements.

Key Achievements:

Implemented operational forecasting model and methodologies to improve meeting service level performance goal from 77% to 99.9%

Developed a risk assessment and mitigation planning process that decreased the number of operational risks from over 120 to less than 25

Improved the billing and accounts receivable cycle, reducing invoice payments from 90 to 45 days resulting in improved cash flow

Designed and implemented the first operational and performance dashboards for both Canon and client enabling more controlled monitoring of performance and enabling issues to be recognized earlier

West Penn Allegheny Health System

Business Project Manager & Consultant Pittsburgh, PA April 2011 – March 2012

Analyze current state operations and design, develop and implement improvements and IT solutions in clinical and non-clinical areas of a major hospital system; focusing on patient satisfaction improvements and cost reductions.

Key Achievements:

Launched high profile project re-design in the Department of Internal Medicine enabling the department to prioritize new projects and obtain requested funding

Redesigned clinical order sets to streamline documentation and recording of physician orders

Created unique patient evaluation and treatment flow for the Electrophysiology Department to be used to measure the optimal procedure mix (lowest cost, highest reimbursement) and direct future growth in those areas

Designed and implemented the first operational dashboard for the Electrophysiology Department that enabled the department to determine the highest cost procedures and drive analyses to reduce those costs

Created capacity planning model for high volume catheterization lab that improved throughput 25%

Level3MPS (Start-Up)

Program / Project Manager Pittsburgh, PA November 2008 – April 2011

Responsible for researching, acquiring and bringing products and services to market for healthcare providers; focusing on the musculoskeletal service line (orthopedics, rehabilitation, chiropractic and pain management)

Key Achievements:

Brought 3 products/services to market by 3Q 2010

Negotiated Value Added Reseller agreement for 3 products

Designed medical practice analytics model

Developed strategic plan

Created marketing material, sales kits, and sales presentations

CareAllies / Cigna (Start-Up)

Business Project Manager Pittsburgh, PA May 2006 – November 2008

Delivered million dollar level cost savings through Project Managing the development/implementation of improved business processes, elimination of non-value added work and instituting performance monitoring

Key Contributions:

Re-engineered work flow for key business unit that eliminated non-value added work, reducing operating expenses by $950,000

Created a comprehensive, web-based application that reduced processing time by 40%, saving over $500,000 annually

Led a team re-engineering project that improved contact rates with customers and eliminated non-value added work for an annual savings of $1.2 million

Developed and implemented a corporate wide training program to improve the management and operational skills of front-line managers and supervisors

Created multiple applications and tools to improve operating efficiencies, reducing costs by $250,000

Human Motion Institute / Zimmer (Start-Up)

Senior Regional Director Canonsburg, PA June 2000 – May 2006

Senior Account Executive responsible for development, implementation and management of HMI engagements at customer healthcare institutions.

EDUCATION, ADDITIONAL SKILLS, AFFILIATIONS

Masters of Business Administration Robert Morris University Pittsburgh, PA

Bachelor of Arts in Accounting Westminster College New Wilmington, PA

Certified Quality Manager American Society for Quality March 2000

Institute of Management Accountants Member January 1993

Additional Skills

MS Office (Advanced Excel, VBA Programming, Word, PowerPoint, Access, Visio, Project), SQL – Basic, Medicare/Medicaid Reimbursement, Hospital and Physician Billing, Third Party Billing, Service Line Management for Hospitals (orthopedics, rehab medicine, pain management and surgical process management)

Project Addendum

Summary of results from current consulting assignment.

Project Description: Create Master Data Warehouse for all UPMC Source data

Budgeted Length: 6 months Actual Length: 6 months

Team Size/Makeup: 12 team members / Architect, Coders, Data Stewards, Data Mgmt., VP’s

Tools/Techniques/Methods: Traditional Waterfall

Major Challenge Overcome: Building a coordinated team with new team unfamiliar with healthcare data

Planned Budget: $433K Actual Spent: $414K

Project Description: Migrate critical hospital/patient data to Enterprise Data Warehouse

Budgeted Length: 12 months Actual Length: 9 months

Team Size/Makeup: 8 team members / Architect, Coders, Data Stewards, Data Mgmt., VP’s

Tools/Techniques/Methods: Modified Waterfall / Agile

Major Challenge Overcome: Managing competing/limited resources and schedule

Planned Budget: $1.7M Actual Spent: $975K

Project Description: Integrate 3rd Party ETL application into Enterprise Data Warehouse

Budgeted Length: 12 months Actual Length: 12 months

Team Size/Makeup: 30 team members / Architect, Coders, Data Stewards, Data Mgmt.

Tools/Techniques/Methods: Application integration into current data warehouse / Agile

Major Challenge Overcome: Managing outside vendor to install purchased application

Planned Budget: $1.1M Actual Spent: $840K Earned Value: $985K / year

Contact this candidate