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Project Management

Location:
North Bergen, New Jersey, United States
Salary:
140000
Posted:
June 13, 2018

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Resume:

TADD SPIEGEL

*** ** *** ******, **** ****

Fort Lauderdale, Florida

( 2 0 1 ) 5 1 9 – 6 1 5 9 - ac5u6v@r.postjobfree.com

Experienced business strategy, transformation & process improvement leader with established track record for driving program and project results. Developed and lead large scale cross functional projects/initiatives throughout my career applying strong finance and analytical skills combined with a process improvement focus leveraging six sigma, lean and fundamental process/project management and relationship management skills.

Core Competencies

Business Strategy / Consultative Thought Leadership

Process Re-engineering / Lean & Six Sigma

Global PMO Leadership

Financial Reporting & Analytics “Translating Data into Information”

Relationship Management, Collaboration, Communication & Change Management

Building Successful Teams

Leveraging Technology – “Developing Business Process based Tools”

Business Contributions/Results

Process Re-engineering / Lean / Six Sigma

Developed and deployed process improvement and standardization programs for large corporations with cross sector, function and region scope.

Extensive large corporate and multinational experience including American Express, Citigroup and Prudential.

Extensive technical training and project experience applying tools and techniques including Six Sigma, Lean, Kaizen and Value Stream Mapping to financial and operational processes. Full pre-certification training in Six Sigma, Lean and PMP.

Financial Reporting & Analytics “Translating Data into Information”Transformation:

Systems and technology savy – key liason between business leaders and business requirements definition and the technology teams delivering systems solutions.

Extensive financial reporting and scorecard development experience bridging the gap between Big Data and true financial, managerial and operational information to drive decision making.

Worked directly with finance leaders across core finance functions in financial and managerial reporting, planning and analysis, KYC and AML operations to identify KPI’s and drive continuous improvement.

Leveraging Technology, Systems and Data

Strategic alignment of business initiatives to IT priorities: Cloud, Big Data and Analytics, automated workflow, application integration, standards and process.

Assessment and integration of business process and systems to create end to end solutions: extensive experience with financial and managerial reporting systems and data flows.

Direct experience with technology development, systems architecture, process automation and gold source data repositories.

Business Strategy / Consultative Thought Leadership / Global PMO

Established and managed global/enterprise PMO processes, metrics and governance tools: working directly with senior leadership through C-level business and functional leaders.

Lead global cross function project teams to drive engagement, collaboration and ensure program deliverables.

Supported program leaders to develop and align global/large scale programs to corporate strategy and key initiatives: Program examples: Data Quality, Customer Experience, SFE, SCM, gold source data repositories and key applications.

Career Highlights

Senior Consultant / Independent Consultant Aug. 2016 – Present

Senior Consultant focused on enterprise level programs and projects leveraging Six Sigma, Lean, Process Re-engineering and PMO / PMP methodologies to drive program results. Contracted by American Express as a lead consultant; teaming with Accenture, to develop and execute a key global finance initiative focused on automation and decision improvement in their investment management process (~ $7B Investment Spend).

Development of a strategic roadmap to improve and automate investment management processes across the core Amex businesses and regions: consumer, commercial and merchant services with a focus on key marketing initiatives.

Develop and manage the overall strategy and detailed project plan to ensure project success and monitor risks and CBA’s relative to cost savings and quality of information.

Key relationship lead working with business sector leads in assessing current state and developing point of arrival process improvements

Develop detailed business and functional requirements which feed technical requirements for TM-1 solution build.

Citigroup Sept. 2010 – Jul. 2016

Vice President – Strategy & Planning Program Management Office (Global PMO)

Senior global PMO leader responsible for developing and executing enterprise level governance, process, program & project management.

Worked directly with senior leadership in IT and business/product sector leads to establish PMO processes and governance, metrics and PPM tools.

Functional areas of focus included: business driven initiatives, techology, data quality, compliance, risk, regulatory reporting and AML/KYC programs.

Lead large scale initiatives on strategy roadmap including data quality, global entitlements, social collaborations tools 9Jive), mobile and digital programs and senior level scorecard & dashboards.

Identified and developed PPM tools to support program management processes and global PMO objectives for initiative reporting, RAG status, financials, milestones and risks/issues.

Engage, establish and execute specific BOW reviews for enterprise level programs: Digital Transformation, Workflow & collaboration, data quality, marketing initiatives, mobile apps, executive dashboards BI & analytics.

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American Express Apr. 2004-Dec. 2009

Director - Strategy & Business Transformation

Strategy and business transformation leader; working directly with the President and regional / business leaders to dvelop global process re-engineering, lean and six signma based programs and projects.

Key initiatives included the following: marketing, customer experience, salesforce effectiveness (SFE), demand management, SCM, pricing and new product development.

Developed strategic roadmaps and priorities leveraging key criteria and 9 box approach for prioritization.

Established a global PMO function to track, monitor and prioritize projects and investment requirements directly linked to the IT roadmap and management of external 3rd party consultants/vendors.

Broad International experience with direct responsibility to drive reengineering/process improvement initiatives for each regional leader in the US, EMEA, APAC, LATAM/CAN.

Lead a global team of of senior managers engaged in business transformation initiatives driving program success (metrics), P & L impact and employee mentoring and development. 3 presidents award winners 1 ambasator award and 3 promotions on team.

Lucent Technologies Mar. 2002 – Apr. 2004

Senior Manager - Business Assurance & Risk Mitigation Services

Sarbanes-Oxley and Project Management Office (PMO) Team Leader responsible for assessing and implementing processes to ensure compliance with Sarbanes Oxley legislation for key Lucent businesses and all global processes:

Mitigated country level exposure/risk specific to Foreign Corrupt Practices Act (FCPA) as project leader of the Global Compliance Team for Europe conducting country reviews of Russia, Ireland and Poland.

Drove organizational initiatives for end-to-end processes including quote to cash (QTC), legacy rationalization, SAP deployment,

Developed external benchmarking and best practice resources across team including: PWC Global Best Practices, protiviti Knowledgeleader and the Finance and Accounting Roundtable.

American Express Jul. 1999-Dec. 2001

Senior Manager – Business Performance Strategy & Consulting

Team Leader in the development and implementation of a Balanced Scorecard initiative to drive improvement of service delivery to marketing business partners:

Developed Service Level Agreements for all major American Express marketing teams to provide a formal framework for financial and operational performance delivery across six sigma and reengineering initiatives.

Created platform development opportunities to support demand/project management, ABM, pricing, billing and management reporting.

Drove Six Sigma initiatives focused on improvement in campaign cycle time delivery to marketing partners and step change quality improvement in acquisition rates (e.g. On-Time Delivery improved from 92% to 98%).

Prudential Healthcare Apr. 1998-May 1999

Senior Manager / Financial Leader - Project Nova

Financial Leader reporting to the CFO for Project Nova: A major reengineering/restructuring initiative focused on driving consolidation and a return to profitability in the HealthCare Business:

Drove operations consolidation from 100+ servicing locations to 4 national services centers which resulted in cost savings of approximately $100 million.

Worked directly with investment bankers on financial valuation models; which resulted in the sale of the business unit. Prudential Healthcare was sold in 1999 to Aetna for $1 billion.

Led the development of the 1999 financial plan for the Los Angeles National Service Center following the departure of the Director of Finance.

Allied Signal Sept. 1996-Dec. 1997

Financial Team Leader – Analysis & Planning

Financial planning and analysis for the Electronics & Avionics Systems Division ($1.3 billion business) including the development of the 1997 financial plan:

Provide financial support for the enterprise including expense forecasts, pricing/rate development, special projects, financial modeling & analysis, capital budgeting, pricing and strategic plan initiatives.

Led initiatives to drive total quality, efficiency and effectiveness of the financial planning process resulting in 5-day improvement in monthly reporting cycle.

Arthur Andersen/Andersen Consulting Sept. 1988-Oct. 1993

Senior Consultant – Strategy & Management Consulting

Senior consultant providing financial, managerial and operational consulting services to clients in a broad array of Industries. Key clients included: GTE, Motorola, Blue Cross/Blue Shield, Trump Casinos and MONY:

Conducted operational reviews ranging from cost reduction, process re-engineering and productivity reviews to consolidations, activity based costing and cross-functional cost analysis.

Drove acquisitions and new client engagement with significant involvement in many facets of the selling process including initial client meetings, proposal development and senior leader presentations.

Led project specific initiatives yielding client benefits in the range of 10x-15x project fees.

Professional Qualifications

Bachelor of Science: Lehigh University: Accounting & Finance 1984-1988

MBA: New York University, Leonard N. Stern School of Business 1994-1996

Master of Business Administration – Finance/Real Estate

Stern Scholar (Graduate with Distinction)

Beta Gamma Sigma Honor Society

Certified Public Accountant, Pennsylvania (Inactive) 1994



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