THEODORE (TED) HAENLEIN

***** ******** **** **** • King George, Virginia 22485

540-***-**** • ac3i57@r.postjobfree.com • https://www.linkedin.com/in/tedhaenlein/

DIRECTOR, LEAN 6 SIGMA OPERATIONAL PROGRAM MANAGEMENT

Award-winning, published, Lean 6 Sigma improvement & transformation project and program manager with over 25 years of experience impacting corporate performance in strategic and operational environments. Results focused improvement strategist, who by assessing business performance systems, pinpointing gaps and weaknesses, drives the optimizing of processes and business structures to boost operational efficiency while significantly reducing risk exposure and delivering major projects that impact the bottom-line. Dynamic leader, clearly linking strategic goals with tactical projects while building and motivating top performing teams. Able to effectively break down and delegate complex tasks to ensure prompt delivery on all targets and goals. Offering extensive experience with BPM, Lean, Six Sigma (Master Black Belt), traditional and Agile Project delivery, CMM, ISO 9000, Supplier Management, Change Management, Healthcare Records verification/transmission, SLAs and ITIL.

Lean & 6 Sigma Mast Black Belt • Project/Program Management • AGILE Scrum & Kanban • Change Management - ADKAR • Risk Management • Regulatory Compliance • Lean Operations for Services and Manufacturing • Quality Management • Process & Systems Assessments • Performance Management • Business Coaching • Strategic Analysis/Planning • Team Building/Leadership • Lean & 6 Sigma GB/BB Training/Mentoring

PROFESSIONAL EXPERIENCE

COGENT ANALYTICS: Greensboro, North Carolina, June 2017 to present

Organizational transformation consultancy specializing in delivering business transformation methodologies to small and medium sized businesses to improve organizational efficiencies and effectiveness bringing quantum improvements to the bottom-line. Article published in Oct 2017 issue of “Manufacturing Today” on Data Analytics.

Senior Consultant/ Lean-Six Sigma Program Manager – Appendix R Solutions (nuclear engineering consulting firm): Lead the business management system transformation; personally designing and developing all critical process control documentation (SIPOC, Workflows, Roles & Responsibilities, Risk Mgmt., and supporting procedures) and all change management activities across a program of 10 transformation efforts including IT dashboard, Key Performance Indicators & Executive Balanced Scorecard, HR, Project Management process controls, Proposal Delivery process controls, Strategic Planning and Business Development process controls. Building off of past experience as a Government Contracting Officer – developed the Business Development market penetration strategy for acquiring government contracts in the nuclear and non-nuclear industries. Serving as program manager, used Lean 6 Sigma methodology to support the transformation of the entire business management system. Performed current-state process performance analysis to support launch of a strategic roadmap of process improvement initiatives aimed at deploying first-ever structured business development system including the incorporation of a CRM system. Facilitated and led on-site executives, senior leadership and employees thru the development, analysis and future state design of Value Stream maps for Business Development process, Proposal Development process, and Client Service Delivery process. Developed and delivered multiple business process management and statistical process control training modules to all levels of the company. Provided critical leadership for change management strategies to ensure the sufficiency of change activities that drive sustainable improvements.

• Improvements to the bottom line in 3 months showed the Business Development pipeline primed to drive more than 15% increase in gross revenue over current performance and projected $1.2MM increase in direct sales in 2018 in a very challenging market (global nuclear energy).

CURTIS PROCESS CONSULTING, Richmond, Virginia 2015 – May 2017

Organizational transformation consultancy specializing in adopting Lean and 6 Sigma methodologies to improve organizational efficiencies and effectiveness bringing quantum improvements to the bottom-line.

Master Trainer- Lean 6 Sigma Black, Green, and Yellow Belt curriculums - Developed certified training modules for Black Belt, Green Belt and Yellow Belt (Business Process Management) training modules for both in-classroom and online training environments. Delivered to 17 different companies including financial, manufacturing engineering services, and food services. Acted as coach for 27 different Black, Green and Yellow Belt candidates as they worked through the training and methodologies on their individual projects. Successful projects delivered in excess of $10MM in value to their sponsoring companies.

Senior Consultant/ Lean-Six Sigma Program Manager – AMF Bakery Systems: Lead the delivery of key Lean for Manufacturing consultancy and program management services for major manufacturing and assembly organization, with focus on Machine Shop operations improvement and implementing all aspects of Visual Mgmt & Leader Standard Work. Served as program manager for a portfolio of more than 30 improvement projects; used ADKAR Change Management methodology to support the Lean transformation of the Assembly line and the Machine Shop; personally, performed current-state process design development and performance analysis to support launch of a strategic roadmap of process improvement initiatives aimed at boosting parts machining efficiency. Facilitated and led on-site operators thru the development and analysis of Value Stream maps with a focus on improving process cycle time and process cycle efficiencies (PCT/PCE). Provide critical support for change management strategies to ensure the sufficiency of change activities that drive sustainable improvements.

• As Lean - 6 Sigma Program Manager – provided 1 on 1 coaching and training to entire senior engineering leadership in implementing a structured improvement strategy for resolving the organization-wide issue of insufficient parts at machine assembly (machines worth in excess of 5 MM) and/or the resolution of incorrect/defective/late/excess parts on the assembly line. Led the design and strategic planning to develop the roadmap for transformation; led the tactical activities of documentation development, critical metrics identification, deploying operational risk management practices, and Visual Mgmt (Kanban and Gemba systems) as well as Control Planning within Lean process management methodology

• Bottom-line improvements led within 7 months to the organization having the first-time-in-corporate-history, entire quarter of on-time delivery of major machine assemblies.

• Delivered a new Parts Sales forecasting methodology based on statistical analysis of historic customer demand data leading to improvements in workflow planning for critical machine shop operations and inventory management; instituted 2 bin replenishments pull systems for critical machining operations leading to improvement in PCE and workflow leading to improved on-time delivery to customers

• Brought to the organizational middle managers the tools and techniques of statistical process control leading to the development of an improved and highly effective control chart understanding of actual process performance across a wide range of the manufacturing operations.

Senior Consultant/ Lean-Six Sigma Program Manager – Greater Central Virginia Goodwill Industries: Provide key transformational consultancy and program management services for major non-profit service and retail organization, with focus on Temporary Staffing operations strategic improvement and Customer Service efficiency. Served as project manager for transformation and improvement project portfolio; used ADKAR Change Management methodology to support the BPM transformation of the Temporary Staffing organization; performed process adequacy assessment to support launch of process improvement initiatives aimed at boosting bottom line. Analyze and map AS-IS process workflows. Provide critical support for change management strategies to improve efficiency and effectiveness of organization.

• Performed all operational management activities’ as the interim Operations Manager for the Temporary Staffing Services department, leading 8 staffing sales specialists and personnel management delivery services team to ensure proper and timely staffing of the customer portfolio within the Virginia Beach to Richmond service region.

• As Lean 6 Sigma Program Manager – led the design and strategic planning to develop the roadmap for transformation; led the tactical activities of documentation development, critical metrics identification, deploying operational risk management practices, and Visual Mgmt./Control Planning within Lean for Services process management methodology

• Bottom-line process efficiencies of ~ 35% demonstrated within first 6 months across critical service delivery processes

APEX SYSTEMS, Richmond, Virginia • 2014–2016

IT project and business systems firm, with 1K contractors on staff.

Senior Project Manager/ Business Analyst / Process Engineer: Verisk Health Services - Deliver program/project management, executive coaching and process improvement services to a major Affordable Health Care Act medical records verification and transmission company process in excess of 500,000 AHCA related records each week. Coordinate process adequacy assessment to support launch of process improvement initiatives aimed at boosting bottom line and improving internal claim processing/transmission efficiencies. Implemented transformation using fundamental change management tools; analyze and map AS-IS process workflows. Provide critical support for change management strategies to improve efficiency and effectiveness of organization.

• As Process Engineer/Coach – drove the development and implementation of Level 2 business processes for the various medical claim type submission streams to include documentation development, critical metrics identification, deploying operational risk management practices, and Visual Mgmt. within the Verisk Health Services process management methodology

• As Project Manager - drove major improvements in claims processing across all private healthcare insurance providers as well as Medicare/Medicaid value streams

• As Project Manager - drove design and development of new process documentation architecture to improve transparency and boost performances. Also led process development and risk reduction efforts for all lines of claims

Senior Project Manager/ Business Analyst / SCRUM Manager – Capital One Financial Services: Deliver key consultancy services for major Fortune 100 commercial bank, with focus on Commercial leasing operations and Wealth & Asset Management (operations and IT). Coordinate process adequacy assessment to support launch of process improvement initiatives aimed at boosting bottom line. Analyze and map AS-IS process workflows. Provide critical support for change management strategies to improve efficiency and effectiveness of organization.

• As Process Engineer – drove the development and implementation of Level 2 business processes for the Marketing Value Chain to include documentation development, critical metrics identification, deploying operational risk management practices, and Visual Mgmt/Control Planning within SLQ2CQ process management methodology

• As SCRUM Manager (AGILE environment) - drove major email campaign application (Exact Target) deployment and implementation across three different LOBs (Small Business, Investment Banking, Specialty Financing) in Agile environment

• As Project Manager - drove design and development of new process documentation architecture to improve transparency and boost performances. Change management tools under the ADKAR methodology were deployed to support the transformation. Also led process development and risk reduction efforts for multiple lines of specialty finance & leasing operations (including booking, funding, and servicing).

• Chartered development of GUI interface for front-line operations staff, resulting in significant reduction of operational compliance risk and major boost in performance efficiencies and effectiveness.

THE ENTREPRENEUR SOURCE, Fredericksburg, Virginia • 2013–2014

Provider of consulting services for aspiring entrepreneurs.

Principle Business Ownership Coach: Managed portfolio of aspiring entrepreneurs in midst of transition to business ownership, coordinating all aspects of one-on-one coaching and customer service. Led lead generation initiatives to expand client base, including networking and follow-up efforts. Designed and executed customized coaching scenarios for all clients aimed at providing support in meeting their income, lifestyle, wealth, and equity goals.

• Generated 1K+ leads throughout tenure, securing 36 major clients via efforts.

• Built robust network, forging key partnerships with local Chamber of Commerce, Business Networking International, and various other local and regional business organizations.

• Motivated clients to engage in no-risk discovery process that provided 360-degree view of where they were and how to achieve their goals.

CAPITAL ONE FINANCIAL SERVICES, Richmond, Virginia • 2008–2013

One of top 5 full-service banks in U.S.

Director, Enterprise CARD Risk and Process Management / Executive Coach (2012–2013): Steered design, recruitment, and leadership of new organizational group to assess and improve enterprise credit card

operations across all service delivery channels and customer segments. Developed and executed initiatives to boost customer experience, coordinating integrated strategy between quality, risk, and process sectors. Ensured strict compliance with process optimization agenda, as well as financial regulations (UDAAP, ADA, Reg Z) and general operational compliance controls and testing requirements. Built, developed, and led process management team of 8 to 12. Coached executives in multiple critical business processes and change management initiatives (with aim to boost process and customer focuses). Defined, developed and deployed Service Level Agreements (SLAs) across the Card and IT relationship managers as well as the critical operational business processes. Monitored and responded to audit and external regulatory findings.

• As Program Manager, delivered robust enterprise portfolio of critical business processes, while developing and deploying strategy to ensure compliance and timely delivery on all targets and goals.

• Streamlined and optimized processes by introducing and implementing foundational suite of tools and behaviors: visual management, process design, value stream mapping, supplier input quality, process risk analysis, metrics and controls charts, root-cause analysis, and continuous improvement (Lean and Six Sigma principles).

Director, Risk & Process Management, U.S. Credit Card Customer Marketing & Acq. (2011–2012): Recruited and built new organizational group (leading team of 8) to monitor and improve customer acquisition and marketing across variety of service delivery channels and customer segments. Led financial risk management activities. Built and deployed process execution team to address major audit finding and optimize critical business processes.

• Delivered 6 major financial reviews within 9-month time frame, and remediated all audit findings across 21 identified critical business processes (CBPs). Two CBPs received enterprise recognition for outstanding performance.

Director, Enterprise Process Management and Improvement Office (2008–2011): Designed, developed, and led brand-new compliance organizational group to ensure alignment with Process Excellent Imperative across all business lines. Hired and trained independent team of Six Sigma Black Belts in all aspects of business process improvement. Created and facilitated training modules and delivery system for student customer bases across enterprise (with 4 curriculum focuses).

• Achieved 95% or better customer satisfaction rate, with 100% of service delivery goals achieved across 150 critical business processes.

• Generated 34% decrease in TAT and 25% reduction in cost per review.

• Delivered value-adding training program, with students realizing major improvements across operational categories.

STRATEGIC STAFFING SOLUTIONS, Richmond, Virginia • 2006–2008

Business support firm.

Master Program Manager / Strategic Business Consultant – Capital One Financial Services: Provided critical support for development of new Business Risk Office for Fortune 500 Financial Services company. Created and implemented strategic and detailed tactical plan for launch of new office. Steered development and deployment of COBIT controls and business process engineering. Supported all aspects of risk and compliance in new ecommerce division (including Sarbanes-Oxley, operational, and regulatory risk and compliance programs).

• Achieved complete operational readiness 2 months ahead of schedule, coordinating design and deployment of strategic staffing analysis, service delivery metrics, risk and compliance management metrics dashboard, and daily administrative processes for office.

• Delivered 15% reduction in LOE via strategic design and implementation of improved risk management benefit analysis tool (to improve customer-based quality business reviews).

• Reduced FTE LOE by 25% by ramping up operational support via design and implementation of new BCP data collection tool.

• Generated 100% compliance in quarterly tabletop and notification exercises, as well as ongoing update process for Internet service IT and operations business continuity plans.

PRIMERICA FINANCIAL SERVICES, King George, Virginia • 2005–2006

Financial services firm.

District Manager: Directed retail product and service delivery for company’s life/health insurance portfolio as well as long term care, full service mortgage and debt consolidation, legal retainer services,

and investments and variable annuities sectors. Managed retail sales, hiring and leading team of 20+ sales representatives and overseeing administrative and regulatory compliance functions.

• Attained consistent #1 ranking within State of Virginia for all aspects of business development, including profitability, business volume, and quality of business delivery.

• Fostered strategic business partnerships to strengthen business positioning in local community.

CAPITAL ONE FINANCIAL SERVICES, Richmond, Virginia • 2000–2005

One of top 5 full-service banks in U.S.

Director, IT Business Process Improvement: Led IT process improvement initiatives and programs across organization, implementing tools and methodologies from Six Sigma, Lean manufacturing, quality assurance, BPR, and process modeling across all areas of IT support. Spearheaded internal Green Belt Training initiatives for Six Sigma. Hired, trained, and directed several teams (of 5 to 30 members) in numerous areas of business process improvement. Managed process definition effort for major bank merger.

• As project manager - drove cross-organizational process improvement across 1st, 2nd, and 3rd level IT Support systems, delivering design, development, and implementation of 12 ITIL processes in 9-month time frame. Effort resulted in 45% reduction in FTE LOE, 52% reduction in customer complaints, and 87% reduction in incident response time.

• Achieved recognition as Best in Class within Capital One organization, as well as international ITIL Conference Project of the Year Award and international P.E. Change Management Project of the Year Award.

Career note: Additional professional experience includes: Certified Contracting Officer and Supplier Management for USCG Wash DC (1985-1996), Senior Process Improvement Manager and Consultant for SAIC, Washington DC (1998–2000) and Senior Business Process Engineering Consultant and Director of QA for Computer Sciences Corporation, Washington DC (1996–1998). Other roles include Lead Faculty and Natural Sciences Content Area Chair for University of Phoenix – Richmond Campus, Richmond, Virginia (2006–2015) and Undergraduate Mathematics Instructor for Bryant & Stratton college, Richmond Virginia (2015-2016).

Military Experience: 24 years Active Duty Officer with inactive Top-Secret Security Clearance in U.S. Coast Guard - details available on request.

EDUCATION

Master of Arts in Teaching (Mathematics and Teaching)

Tulane University, New Orleans, Louisiana

Bachelor of Science in Ocean Engineering

U.S. Coast Guard Academy, New London, Connecticut

CERTIFICATIONS (past and present)

Six Sigma Master Black Belt • PROSCI Certification (Change Management)- ADKAR • CMM Assessor Certification • Certified Quality Manager, Reliability Engineer, Quality Engineer (American Society for Quality) • Certified Government Contracting Officer • Certified Government Professional Financial Manager

• Certified Educator (Tulane University)

ADDITIONAL PROFESSIONAL DEVELOPMENT / ASSOCIATIONS

Member Professional Risk Managers Institute of America • Lean Process Improvement • Business Process Management • AGILE – Scrum & Kanban • Change Management • Offshore Oil Rig OSHA Safety Regulations • Enforcement Specialty Welding Compliance Inspection • ISO 9000 Compliance Inspections • DoD FAR & MILSTD Quality Assurance Systems Inspection

TECHNICAL SKILLS

MS Office Suite • Visio • VersionOne AGILE Management • Minitab Statistical Analysis • Lean for Services and Manufacturing and 6 Sigma methodologies

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