Management Data

Christina P. Yan

**** ****** ***** ***, ******, VA 20194

E-mail: *************@*******.***

Cell: 571-***-****

Summary of Experience

Ms. Yan has more than 17 years of experiences in operations management,

transformation, and productivity & cost efficiency improvement. Her areas

of expertise include strategic planning and roadmap development, operations

management, operational productivity & cost efficiency improvement,

governance, organization re-design, and large program management. Ms.

Yan's experiences encompass Healthcare, Secondary Mortgage, Financial

Service, and government contracting. Ms. Yan's professional track records

and capabilities demonstrate strong management and execution skills to

deliver operational excellence, cost efficiency, and customer satisfaction.

Areas of Expertise

Operations Management and Transformation Revenue and Productivity

Optimization

System Operations and Administration Medicare Program Operations and

Policy Administration

Vendor Management Data Analytics & Business Intelligence Reporting

Business Case Development Strategic Planning & Roadmap Development

Large Scale Transformation Program Execution Performance Metrics &

Indicators Development

Professional Experiences

CGI Federal, Fairfax, VA

Program Manager, Medicare Program Operations and Policy Administration,

10/2012 - Present

Medicare Program Operations Management and Policy Administration

. Manage a team of technical resources to ensure PECOS is operational

during contractual required time period

. Ensure daily, weekly, monthly, and quarterly batch jobs are

processed timely and correctly

. Resolve wide impacted production issues quickly and correctly to

prevent disruption to PECOS' user community

. Ensure PECOS is interfacing normally with NPPES, pay.gov, SSA,

FISS, MCS, VMS, and other key external systems

. Assist CMS information security team to investigate suspicious

logins to PECOS to evaluate if there is security breach of

provider data or suspicious activities

. Manage a team of over 100 helpdesk agents to provide call center

support to providers who submit initial Medicare Enrollment

applications or enrollment revalidation applications via internet

. Ensure helpdesk team to meet daily Service Level Agreement in

terms of average talk time, # of calls answered, of calls

dropped, etc.

. Ensure critical issues and congressional escalations are

resolved timely and correctly

. Ensure complex issues are escalated to tier 4 support team

timely

. Adjusting resource for each shift to meet daily workload

. Forecast Monthly and Quarterly call volumes to aid resource

planning and budget planning to ensure adequate customer support

and profitability

. Manage the effort to identify and perform necessary data cleanup

related to legacy enrollments to eliminate potential user issues

. Manage a team of Medicare program specialists and technical resources

to provide tier 4 support to providers and medical contractors to

ensure timely enrollment of providers, timely revalidation of Medicare

program enrollment, and timely processing of claim payments via FISS,

MCS, and VMS for Part A, Part B, and Durable Medical Equipment (DME)

Suppliers

. Review and analyze trouble tickets trend

. Manage trouble tickets Assignments to tier 4 support team to

ensure trouble tickets are resolved in the most efficient manner

(individual data fix vs. data processing)

. Manage tier 4 team performance to ensure daily quality,

timeliness, and productivity to resolve a wide ranges of issues

related to claim payments, ADI accreditation, site visit, Change

of Ownership, e-signature, Surety Bond, etc.

. Prioritize daily and weekly workload to ensure critical and

congressional escalations are resolved timely

. Work closely with National Supplier Clearinghouse (NSC) to

support complex business needs to enroll, deactivate, and

revalidate 855S Durable Medical Equipment (DME) Suppliers

. Work closely with major Medical Contractors (such as NOVITAS,

NORIDIAN, etc.) to ensure high impact or high visibility issues

are resolved timely for Part A and Part B providers

. Serve as the policy advisor to Center of Medicare and Medicaid (CMS)

staff to resolve complex business issues related to Advanced

Diagnostic Imaging (ADI) accreditation, Change of Ownership(CHOW),

claims, site visit, re-assignment of benefits, Surety Bond, etc.

. Advise CMS officials and staff members on Medicare Program

Policy and PECOS functionalities to handle such special cases as

deceased provider with deactivated NPI and unprocessed claims,

Register Canadian nationals in PECOS, resolve enrollment data

corruption due to user error, claim processing issues due to

Change of Ownership (CHOW) of a provider, etc.

. Propose and implement new policy and operational procedures to

CMS to enable process improvement and fraud intervention to

continuously improve Medicare Program Operations and

Administration efficiency

. Work closely with Medical Contractors and CMS officials & staff

to influence design of new PECOS functionalities for quarterly

release

. Manage the effort to design and develop management reports to provide

critical data points and analysis for Medicare Program related trends

and facts to CMS, DHHS, Congress, and other applicable government

branches

. Meet with CMS officials periodically to understand ever changing

reporting requirements related to Medicare Program

. Propose new periodic reports and re-sign existing periodic

reports to support CMS operational and reporting needs related

to Surety Bond, Revalidation, Effectiveness of E-features in

PECOS, revoked providers, Offering & Ordering, etc.

. Manage effort to design, develop, and test new reports

. Ensure timely and quality delivery of recurring periodic

management reports to CMS officials

General Program Management

. Guide and manage hiring, team building, training, and performance

review related activities

. Provide leadership, direction and oversight to various operation

support teams and call center staff to ensure daily productivity,

timeliness, and customer satisfaction

. Key player to contribute in annual strategic planning and budget

planning processes

. Direct and oversight process improvement initiatives to achieve

continued improvement in productivity, cost efficiency, and customer

satisfaction

P&L and Profitability Management

. Manage a team of budget analysts to conduct monthly, quarterly, and

annual workload forecasting and resource planning

. Work with senior management to finalize annual and quarterly budget

plans

. Make necessary decisions to adjust resource level and mix to ensure

adequate customer support and profitability

Customer Management

. Navigate tactically between PECOS business owner organization and

PECOS contract management organization within CMS to facilitate the

two organizations to reach agreements on key business decisions and

priorities

. Work closely with PECOS business owner organization and PECOS contract

management organization within CMS to build consensus to resolve

complex issues or new policy development & implementation

. Leverage credibility and trust built via delivering quality work to

influence critical stakeholders to reach agreement on critical or

difficult business decisions

Vendor Management

. Working with CGI vendor management department to evaluate and select

vendors

. Negotiate subcontractor rates and applicable contractual terms

. Manage sub-contractors' performance, timesheet approval, and invoicing

review

. Manage sub-contractor on-boarding and off-boarding processes

US INVESTIGATION SERVICES (USIS), INC, Falls Church, VA

Sr. Director, Operations Management & Improvement, 3/2012 - 8/2012

Operations & Program Management

. Managed the Support Service Contract to ensure 8% profit margin and

meeting the timeliness and quality metrics specified in the contract.

Responsibilities also include daily, weekly, and monthly staffing

planning to minimize overtime labor cost, hiring and retention of

Support Services Contract staff, customer relationship management,

contract quality assurance, continuous process improvement to increase

contract productivity, and proposal development for add-on work

. Design and execute an operations transformation program for Support

Services Contract. Responsible for developing future state vision,

roadmap, solution design, project plan, and execution of the program

to deliver $2.1m annualized savings in overtime labor cost. Key

components of this transformation program include daily volume

forecasting model, a Business Intelligence Reporting platform to

enable management team to conduct daily staffing optimization across

all operating functions to eliminate 30% overtime, and a quality

module to monitor employee performance and periodically refresh

performance standards. Responsibility also include development and

execution of the overall project plan and budget, vendor management,

conducting stakeholder and end-user analysis, and development and

execution of testing, communication, training, and deployment plans

. Conducting statistical and other data analysis to identify root causes

of positive and negative revenue and performance trending to enable

functional leaders to formulate and implement remediation measures to

improve financial performance and productivity

Business Intelligence, Data Management & Analytics, and Management

Reporting

. Leading enterprise wide initiative to establish data standards and a

data warehouse to store historical volume, throughput rates, quality,

and pricing data across all operations functions

. Working with cross functional team to gather and document business

requirements for scheduling, manpower planning, pay-for-performance,

daily staffing, and reporting tools

. Establishing enterprise wide data management governance structure,

policy, and processes to manage metadata, master data, and business

related critical data elements

. Working closely with development team to ensure the tools are

developed to reflect user requirements

. Working with functional leaders and process owners to design and

implement pricing, revenue forecasting, and manpower planning models

. Working with senior management team and functional leaders to develop

standard metrics and management reports for daily decision making and

monthly operations review

. Working with senior management team to evaluate and select data

warehouse, ETL, and BI reporting packages. Responsibilities include

conducting business case analysis to evaluate leading data warehouse,

ETL, and BI solutions, preparing RFP, participation in vendor

selection process

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION, McLean, VA

Program Manager, Enterprise Information and Data Management Center of

Excellence, 9/2008 - 3/2012

. Managed Enterprise Information Management COE services to SAIC

external customers

. Managed 7 contracts ($5m in revenue) to provide data management and

business intelligence reporting services to SAIC external

customers. Responsibilities include managing contract

profitability, contract resources recruiting, retention, customer

help desk SLA, and project assignments

. Managed customer relationships to endure customer satisfaction and

additional add-on work

. Develop and maintain documents of best practices for data

management and business intelligence reporting

. Promote data management and business intelligence reporting best

practices with customers

. Working closely with SAIC Business Development team to develop

proposal and whitepaper to win new work

. Actively involved in sales meetings and sales strategy development

and planning

. Managed Enterprise Information Management COE Services to SAIC

Internal Customers

. Working with senior executives across SAIC business units to define

near and long term objectives of Data Management and Enterprise

Business Intelligence Reporting

. Develop Future State enterprise architecture vision and standards

. Develop and periodically update 3 year business driven road maps to

achieve future state enterprise architecture

. Facilitate annual strategic and budget planning effort including

prioritization of a portfolio of initiatives and staffing level

requirements

. Prepare and periodically update multi-year project plan

. Establish performance metrics and SLAs

. Prepare periodic scorecard reporting

. Manage BI Reporting Team to ensure operating and maintaining

systems and reporting services that meet the

needs of internal customers across business units

. Manage remedy help desk Reporting and Data Management queue,

operations shifts, and on-call processes

. Direct the effort to create and execute policies, procedures, and

standards for Data management and Reporting

. Chair the bi-weekly Change Control Board meeting to review,

approve, and schedule new report, enhancement, and defect

requirements support

. Promoting the value and the potential of BI in the company and

promoting and advocating sound practices in the capturing,

management, dissemination, manipulation, and preservation of data

to enable BI.

. Working closely with business to ensure that BI vision, strategy

and BI projects are aligned with corporate strategy in order to

meet key business priorities: growth, financial performance and

statutory compliance

. Managed SAIC BI Reporting Tool (Oracle OBIEE) Implementation

. Prepared RFI

. Conducted BI Reporting Tools Market Research and Tool

Evaluations

. Managed SAIC BI Reporting Tool selection process

. Coordinated RFP and vendor selection process

. Prepared project plan and budget proposal

. Conducted Stakeholder analysis

. Conducted key project milestone review

. Managed and coordinated program budgets, forecasts, tasks,

schedules, and change management to support effective program

decisions

. Managed and coordinated interdependencies between program

work streams

. Directed the development of strategic risk analysis and

control plans acting as escalation point for all program-

level risks and issues

. Conducted periodic steering/stakeholder meetings, communications

of status, issues and risks

. Prepared and directed the deployment of communication, change

management, and training plans

. Managed Enterprise Data Management Program

. Define and Develop Future State Enterprise Data Architecture

. Develop enterprise data management governance structure and

process

. Oversee the effort to develop and implement Enterprise Data

Management CONOPS

. Establish Governance process for identification, collection, and

use of corporate metadata, master data, reference data, and

operational critical data elements

. Develop strategies and plans for data security, backup, disaster

recovery, business continuity, and archiving

. Conduct data capacity planning, usage requirements, feasibility

studies, and other business requirement analysis

. Establish processes and procedures to monitor data quality

. Enterprise BI Reporting Portfolio Management

. Defined Enterprise BI reporting Governance

Structure

. Developed and implemented Enterprise BI

Reporting CONOPS

. Attended bi-weekly Change Control Board meeting to review

enhancement and new report requests

. Monitor reporting workload to adjust reporting

team headcounts

. Conduct periodic Reporting Portfolio usage

review to consolidate existing report portfolio

. Working closely with executives and key stakeholders to ensure that

vision, strategy and projects are aligned with corporate strategy

in order to meet key business priorities: growth, financial

performance and statutory compliance

FEDERAL HOME LOAN MORTGAGE CORPORATION, McLean, VA

Director, 8/2006 - 9/2008

. Led Finance and Operations Transformation effort across Back Office

Operations Business Units. Responsibilities included directing a team

of staff to conduct studies and analysis to identify loan and security

servicing alternatives, re-design operations call centers across all

lines of business, improve P&I processing for Single Family and Multi

Family operations, and operational efficiency improvements of security

issuance and administration

. Directed business case analysis and feasibility analysis for a

portfolio of business initiatives to assist senior management team to

make key decisions and to formulate strategies on

insourcing/outsourcing, major financial system replacement/upgrades,

and organization re-alignment & process re-design

. Led the division wide deployment effort of Six Sigma Program.

Responsibilities included working with vendors to define training and

coaching programs, identifying six sigma projects, mentoring Six Sigma

Yellow Belt candidates, and managing vendor performance

. Led the effort to implement Activity Based Costing framework and

reporting model across operations. Responsibilities also included

leveraging monthly ABC results and other operational metrics to assist

executive management team to develop strategies for G&A reduction and

efficiency improvements.

. Led the effort to establish the enterprise data management program

office. Responsibility included establishing enterprise wide data

management governance structure, policy, standards, and processes for

metadata, master data, reference data, and operational critical data

elements

. Led a team to stand up a Corporate Data Management Organization to

take business ownership of all shared data repositories across Freddie

Mac. Responsibilities included working with executive leadership

across Freddie Mac to define and implement short term and long term

corporate data warehouse management strategy, organization scope,

roles & responsibilities, staffing model, key policy and process, key

Service Level Agreements with various stakeholders and customers, and

communication across Freddie Mac

BEARINGPOINT (FORMERLY KPMG CONSULTING), McLean, VA

Manager, 4/1999 - 8/2006

Program Management

. Managed $10m P&L with 13% revenue growth goal

. Developed customer relationships to sell add-on work for existing

projects

. Developed internal relationships to seek opportunities to sell Finance

& Business Transformation projects with other clients

. Developed whitepapers and attended Industry Best Practices conferences

. Developed sales proposal with pricing and staffing plans

. Developed new solutions and required presentations, white papers, and

business cases

. Hiring, mentoring, and developing staff

Public Sector Project Highlights:

. Managed and directed the agency-wide Business Transformation

initiatives at Office of Naval Research, Department of Navy:

. Led and facilitate agency-wide strategic planning and governance

session for senior leadership

. Directed multi-discipline teams in agency-wide business processes

re-engineering efforts

. Supervised efforts to establish and executing business performance

metrics

. Led Agency-wide staff competency management and e-learning strategy

planning and development efforts

. Led agency-wide Lean Six Sigma program deployment efforts

. Instrumental in crafting and executing agency-wide change

management strategy

. Led multi-discipline teams supporting the Department of Navy's IT

Portfolio Rationalization initiative to develop processes for reducing

the Naval IT application portfolio from 60,000 applications to 2,100

applications, including IT capital investment & portfolio management

governance, project portfolio review, feasibility & cost benefit

studies, migration strategies & procedures, and risk management &

mitigation

. Led Department of Defense (DoD) Software Asset Management

implementation effort including:

. Led cross-functional teams to define and develop DoD Software Asset

Management Strategy, Governance, Policies, and Procedures

. Led technical team to design DoD Software Asset Management

Architecture

. Supervised Software Asset Management system implementation

. Led change management efforts across DoD agencies on Software Asset

Management initiatives

. Advised DoD senior leadership on enterprise software procurement

strategy

. Managed a help desk consolidation project at Department of Health and

Human Services. Responsibilities included leading a team of 6 to

conduct analysis on historical help desk call volume data by tiers,

designing contract pricing model, working with contracting officers to

prepare RFP, and managing and coordinating vendor selection process

for DHHS help desk support contract

Commercial Sector Project Highlights:

. Led a financial system architecture redesign project for a major

pharmaceutical company. Responsibility also included leading the

transformation team during an ERP implementation, re-design and

improve order-to-cash, procure -to-pay, revenue recognition, FP&A, and

management reporting processes, and helped executives, managers and

employees overcome obstacles and build broad acceptance of the changes

. Led the financial transformation effort in conjunction with a SAP

implementation at a major commercial bank. Responsibilities included

working with senior management team and key functional leadership to

conduct strategic planning, developing multi year road map and

business cases, implementing capital planning governance structure and

process, establishing and managing Project Management Office,

developing and monitoring performance metrics, and developing

management reporting packages

. Managed an engagement to develop a new vision for a major commercial

bank's HR function. Project involved collaborating with best

practitioners from around the world, processes re-engineering,

organization design, and human capital management strategy

. Managed a post-merger integration/change management effort for two

major commercial banks. Responsibilities included directing

integration efforts of accounting, payroll, FP&A, and HR processes and

business systems, process redesign, organization design, performance

metrics, management reporting design, and training

. Led a finance transformation initiative for a major UK based media and

communication firm. Responsibilities included leading strategic

planning session for senior leadership, identifying areas and

opportunities for process improvement, developing multi year road maps

and business cases, formulating a portfolio of projects to re-design

and improve order-to-cash, procure-to-pay, revenue forecasting,

revenue recognition, FP&A, and management reporting processes,

standing up a Project Management Office, implementing business

performance models and metrics, and directing core finance and

accounting processes redesign efforts

. Led an effort including 6 work streams to leverage Six Sigma and

complex statistical modeling to improve operational efficiency of Lock

Box Operations for a major commercial bank in Midwest. Initiative

scope includes analyzing existing processes, gathering data to

construct complex statistical models to determine optimal operations

capacity and key causes of failures and re-work, re-design key process

and procedures, and establishing performance and reward framework

Education

. MBA, Finance/Supply Chain Management, University of Tennessee,

Knoxville, TN

. BA, Accounting/Applied Math, Lycoming College, Williamsport, PA

Certification

. PMP

. Six Sigma Greenbelt

. Passed all 4 parts of the CPA Exam in May 1998

Reference

Upon Request[pic][pic][pic][pic][pic]

Contact this candidate