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Management Manager

Location:
Philadelphia, Pennsylvania, United States
Posted:
January 15, 2018

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Resume:

SHEREE LOUISE REVILLA, M.B.A., CERT. LSS M.B.B.

Philadelphia, PA, can relocate Cell: 609-***-**** ac31sf@r.postjobfree.com

Summary

Senior Business and IT Strategist, Operations Leader, Innovator and Entrepreneur with diverse and progressive experience in industry leading global companies in online banking, credit cards, chemical manufacturing, and air transportation. Steward of business transformation through vision and cultivation of partnerships across international and cross-cultural boundaries, functions and Customers and Partners. Integrates people, processes, programs and technology for high impact performance to meet and exceed targets. Certified Lean and Six Sigma Master Black Belt. Wharton MBA.

Strengths

Leadership Lean and Six Sigma Program Direction Biz/Digital Transformation

Agile, Scrum Team Development Stakeholder Mgmt Time and Budget Mgmt

Vendor Mgmt Contracts, Compliance Value Stream Business Process Mgmt

Release Mgmt Change Mgmt Portfolio Mgmt Continuous Improvement

Professional Experience

BUSINESS TRANSFORMATION AND MANAGEMENT CONSULTING

INDEPENDENT LSS AND TRANSFORMATION CONSULTANT Nov 2014 - current

First Energy (Client through Pyramid Consulting Int’l) Dec 2016- current

oStrategic Project determination using quantitative analysis, to improve electricity transmission reliability across the North-East Grid

oImplemented Management Dashboard metrics for reliability; Data integrity validated;

oQuality improvement recommendation for Outage Monitoring including organizational changes, data collection expansion, system integration

Symphony Health (Client through Taygan Point Consulting) Jun 2016-Sep2016

oIT Transformation project at a Leading HealthCare Big Data Provider in AZ including review of all IT Data and Reporting processes, gap analysis on big data integrity and Customer data management,

oDeveloped new processes for data integration and data integrity between third party sources and the data warehouse; Defined an improvement implementation plan

PHH Mortgage (Client through Newbold Advisors LLC) Mar 2015-Dec2015

Team Level: Directors and VPs

Team Size: Direct Team 15, 30 Resources from different supporting Departments, 7 Steering Team members

oLean Leader responsible for Mortgage Originations’ Corporate defect reduction with a project team of Directors/VPs with Governance from Channel Management and Risk: 13 major defect categories remediated in 6 months across 7 business lines, increased operational management engagement and accountability to sustain improvements resulting in retention of Strategic Customers and tighter management of key Vendor outputs and performance, and averted compliance penalties for future transactions

Touched every aspect of originations including:

Process improvement methods

System controls and adjustment to support improvements

Supplemental performance standard adjustments with Business VP and HR

Communications strategy for Managing VP

Strategy for implementation of new process roles within business streams

Management of Steering Committee meetings/decisions; C-level presentations on behalf of the Team, weekly reports and status

Risk and Compliance considerations as regards to penalty avoidance and data analysis

Reengagement of processes post Origination and bridging the process gaps and communication gaps (and processes such as post loan origination including Settlement Services, and Post Close Departments, Loan Registry, Transition to Servicing

Review of QC process sampling approaches and effectiveness of Regulatory QC and Process QC in providing a feedback loop of defects

Development of a continuous improvement Team and control steps to sustain improvements

Engagement of Servicing Teams to adopt defect tracking and management developed in Origination department of the business

Coached Directors in Vendor performance management and engagement to revise processes and implement improvements

Conducted data studies and Voice of the Customer and Voice of the Process studies corroborated by business knowledge as finding to drive change

Sterling National Bank (Client through Rutgers Exec Edu LSS Program) Jan 2017-current

oLSS Trainer

oMentor of Black Belt projects in Financial Reporting Integration and Vendor Management Transformation

Children’s Hospital of Philadelphia (CHOP) (Client through Rutgers Exec Edu LSS Program) Jan2016-July2016

oMentored Emergent Direct Admissions project involving the lack of clinical oversight at intake of high risk patients and hospital bed availability; Goals were set using industry benchmarks on initial call, bed assignment, touchdown, registration and wait

oImplemented clinician to clinician handoffs, tighter management of time of arrival and bed availability, involvement of Transport Nursing in initial call with the following results:

wait time decreased by 65%,

patient admission risk dropped to 0%,

clear escalation plans in the event of an emergency

spin-off environmental services project for to decrease room cleaning cycle time and improvement of the patient discharge process and cycle time

Kennedy Hospital (Client through Rutgers Exec Edu LSS Program) Dec 2016 – current

oMentored Associate Doctor program compliance project including process revamp resulting in clarity of segmentation in target profiles, reduction in time by 300 hrs. of managing compliance and decrease in process cycle time by 30%

Rutgers School of Business Graduate Programs (Client through Rutgers Exec Edu LSS Program) Oct2016-Dec2016

oLead Transformation Consultant and Facilitator of Professional Services Program realignment;

oFacilitated review of all Graduate Course processes, gap analysis, recommendation of process improvements to facilitate staff transition and continuity Masters of Business in Taxation and Masters of Business Administration

Envigo (biotech), Derse Inc, and various Manufacturing facilities (Client through Rutgers Exec Edu LSS Program)2014-2015

oVarious cycle time Green Belt projects

LSS Program Adjunct Sr Facilitator 15+ Online Students mentored through the completion of Green Belt Training Online (Rutgers Exec Edu LSS Program)2014-2017

ENTREPRENEURIAL MANAGEMENT

CHANNEL LOGISTICS, Camden, NJ Jan-Oct 2016

Senior Vice President

o Strategic Adviser to CEO, responsible for Social Media Marketing, Business Development, Supervisor of Sales, Strategy resulting in the opening of new markets and steps into Conversion in the maritime, military and supply chain space

UPVANTAGE CONSULTING, Camden, NJ Nov 2014 – Dec 2015

Founder and CEO, Process, Strategy, Integration, and IT consulting

Camden Co-lab adviser Adviser, Scandura’s TutorIT Adviser, Lynchsphere

o Adviser to CEOs on Business Plan development and Investor presentations

RESCUFY, LLC, Philadelphia, PA Feb-Oct 2014

Chief Executive Officer

Digital Health Start-up Business Strategy and Execution: Successfully created the business framework and plan to be selected top company by venture capitalists at the UPstart AppITUP competition with over 185 entries, and finalist for the University Science Center Digital Accelerator Competition and the Philadelphia Fast Forward Competition. Responsible for all aspects of concept commercialization, promotion, strategic partnerships, and capitalization. Successfully released beta product and set strategy for production release.

CORPORATE PROCESS TRANSFORMATION AND IT INTEGRATION

CAPITAL ONE 360/ING DIRECT, Wilmington, DE 2007–Feb 2014

Business Transformation Leader/Master Black Belt Deposit Operations

Integration and Program Management: Successful 360 Program Lead of integration projects across 360 and Retail including implementation of next day funds availability compliance, feasibility of dual entity for 360, and transition of mortgage product programs including Rate Renew, while managing compliance and strategic implications. Combined optimization of business process and IT leadership from pre-project through implementation leveraging LEAN and ITIL principles.

Business Transformation Leadership and Lean & Six Sigma: $15 million in P&L savings in averted fraud losses, saved reserves for foreclosures, cost avoidance of web driven calls and paperless initiatives; mentored 26 Black /Green Belts and certifying projects across multiple departments; drove Process Improvement in Online Bank Operations and across legacy 360 aligning direction with departmental goals, identifying high impact improvements and cost savings.

oFraud Operations (Deposit and Cards): Redesigned direction of fraud monitoring, risk controls and fraud capture using modeling and analytics resulting in $4M of averted and decrease by 30% of fraud budget to cover losses; transformed into a world class Fraud Operation in conjunction with stakeholders

Coached the business leaders on the development of a vision and mission for the Fraud Department and defined short term and long-term strategy to achieve that vision

Developed a balanced score card for Fraud and metrics to capture department level efforts that superseded just volume counts; metrics to measure the effectiveness of business rules

Supported Fraud/IT project managers in the implementation of fraud analysis systems

Conducted gap analysis (GEMBA) across the organization resulting in process improvements as follows:

Developed a transitional role between first tier fraud case intake and investigation creating a development ground and career path for future investigators

Revised the approach to business rules to capture fraud and recommended a tracking system to continually update and check effectiveness

Recommended a process between fraud-operations-brand integrity to create a watch list based on specific transaction behavior

Developed requirements to automate trend analysis for card fraud bridging the gap between bank specific card fraud v Vendor rules for fraud capture

Recommended and implemented a more vibrant learning environment so top tier Investigators could share findings and methods with first tier and second tier fraud analysts

Transformed staff thinking to pre-emptive data-driven decision-making thus averting the fire-fighting mode

Foundational development of the Fraud Analytics Team and engagement of SAS modeling to support trend analysis and business rule development

oDeposit Operations: (see also Business Process Mgmt below)

Automated processing for the Brand Integrity team improving work efficiency by 50%;

Facilitated development of the ideal check processing design;

Initiated a grass roots process improvement innovation program in Customer Operations resulting in continuous improvement validation and rewards program at the team level

Provided key consulting assistance on variables and baselines for an accurate predictive model for early launch 360 Remote Deposit Capture.

oHome Loans:

Reduced mortgage delinquency roll rate by at least 2% to each stage approaching foreclosure resulting in an aggregate $8M of reserve savings for foreclosures and opportunity costs to lend out the same.

Led the development of the Risk Prioritization Model for Collections directing collection efforts to Customers with lower risk of delinquency.

oMarketing: Led development and delivery of the Orange Customer Model resulting in a foundational baseline calculating Customer profitability feeding all future cross sales programs.

oSales: Identified the multiple root causes of increased call volume resulting in $1.5M in savings with a potential of $5M annually.

oIT:

Delivered comprehensive quality improvement approach for release delivery in formative Agile IT development environment resulting in $400k savings per year; replicated for the Data Warehouse resulting in $400K of cost savings.

Advisory for Data Center Operation and metrics

Business Process Management: Broke ground for Business Process Management in 360 leading development of Operations Process Hierarchies, selection of Critical Business Processes and integration of Compliance and risk controls relative to RegE, RegCC, RegZ in Check and ACH Processing.

INFORMATION TECHNOLOGY LEADERSHIP – FINANCIAL SERVICES

ING DIRECT, Wilmington, DE Nov 2004 – 2007

Sr. IT Enterprise Program Manager; Value Management Lead

Managed Major PMO projects (with Business Executives): Managed all aspects of projects including: Charter creation, SOW negotiation with Vendors and Legal/Procurement, budgets at project and functional level, project organization setup, project planning, team management, resource allocation, quality assurance, licensing concerns, SOX compliance, risk assessment and mitigation, audits, architecture and design, etc. Mentored and managed contract project managers to support infrastructure PMO projects.

Telephony program management: roll-out of multi-million Global ACD resulting in nine site consolidated call center on time and within budget allowing random distribution of calls across sites (1000+ pcs of equipment)

Implemented complex math model changes to multiple credit processing systems on time with 0% defects

FIRST USA (BANK ONE), Wilmington, DE Aug 1998 – Nov 2001

Vice President, On-Line Acquisitions and Internet Systems Integration; IT Relationship Manager, Worksite Marketing, Internet Marketing Optimized strategic partner systems resulting in 99.9%+ availability of network and resulting in cost savings of $1M (cost of new architecture) plus cost of implementation and reversed loss of credit card applications. Direct Reports: AVP – Acquisitions, Systems Architect, CC Rewards Analyst

INFORMATION TECHNOLOGY – LINE OF BUSINESS LEADERSHIP

ROHM AND HAAS COMPANY, Philadelphia, PA Jun 1991 – Jul 1998

Global IT Manager and Strategist, Formulation Chemicals LoB Formulated with Executive LoB Management, business e-commerce and IT strategy aligned with short term and five-year business goals of revenue and strategic customer alliances. Raised accuracy of reported sales figures and projections used for quarterly and annual rebates on Strategic Customers and Partners sales to 95%. Developed internet sales and groupware systems to manage new formulation chemical products from inception to market.

Education

MBA, Information Systems & Entrepreneurial Management, Multi-Semester Honors List, The Wharton School, University of Pennsylvania, Philadelphia, PA

MS Computer Science, Dean’s List, Ateneo de Manila University, Metro Manila, Philippines

BS Mathematics, Multi-Semester Dean’s List, Ateneo de Manila University, Metro Manila, Philippines

Certifications, Awards, Other Accomplishments

Certified LSS Master Black Belt (2011) (Capital One); Certified LSS Six Sigma Black Belt (2008) (ING Group Certification Standards); Business Process Management, Capital One;

Certified Digital Transformation Manager (IIEC); Certified Blockchain Professional(IIEC);

Certification in Progress(IIEC): Artificial Intelligence; Robotics

First USA Performance Recognition; Philippine Airlines Performance Recognition;

isixsigma.com published writer

Speaker on Six Sigma Methodology SPIN and Agile Philly 2012

Software Skills

BPM tools, iGrafx, SAS Cloud based systems, Minitab, Agile/Scrum, Digital Transformation Certified, Maritime tracking and risk modeling, Database Marketing (Customer Relationship Management); Fraud Analysis tools; Network + CompTIA; Lotus Notes Admin; MS Access; PRISM; MS/Office; MS Project; iGraphx, Bachman Entity Relationship Modeling, Technology Exposure via projects: CISCO/Avaya Telephony PG/ICM and PBX architecture, Java, .Net, SQL, SAN, VMWare, Problem mgmt software, Loansoft Studio, Workflow Designer, Network monitors, Tealeaf, Memento, Silver Tail, and various Fraud systems, Empire Resource Management, Version One, Essbase, QlikView



Contact this candidate