Oliver C. Nwofia, PhD, MBA, MCSO

713-***-**** ad17xn@r.postjobfree.com linkedin.com/in/olivernwofia

EXECUTIVE PROFILE

Broadly Experienced, Senior, C-Suite Management Professional with two decades of success illuminating avenues for growth and designing and installing dynamic implementation programs in healthcare and manufacturing pursuits. Expert in converting modern management theory into practical processes that increase productivity, lower costs, nourish positive workplace culture and drive profits.

An innovative thinker with a pragmatic focus on the bottom line and the skill to frame decisions based on analytics. Valued across the organization as an advisor, colleague, and peer. Adept in bringing employees with cross-functional identifications together in harmonious teams dedicated to common group achievement. The one depended upon when a consequential situation requires practical, effective, original solutions and resolute leadership.

ACHIEVEMENT HIGHLIGHTS

Chief Operations Officer for a 200+ physician group. Led Six Sigma training for all leaders, supervisors, and directors to greatly improve efficiency and quality metrics.

Reduced patient admission cycle time by 80% and improved patient discharge times by 60%.

Managed a portfolio of projects focused on safety, quality, and cost - contributed $56M in EBIT over 2 years.

Created and launched executive-level reporting and governance processes to monitor operations and prioritize projects.

CORE COMPETENCIES

Healthcare Operations Transformation

Physician Experience & Satisfaction

Optimizing Operational Efficiencies

Change & Project (PMP) Management

Business Strategy & Business Development

Performance/Productivity Improvement

Strategic Relationship Management

Resource Management

Employee Mentoring & Team Development

Performance Appraisal & Management

EDUCATION

Doctor of Philosophy (PhD), Industrial Engineering, University of Houston

Master of Clinical Service Operations (MCSO), Harvard Medical School, Boston, MA

Master of Business Administration (MBA), Northwestern University, Kellogg School of Management, Evanston, IL

PROFESSIONAL EXPERIENCE

Olimond Consulting Group – Houston, TX January 2012-Present

Owner and Managing Principal

Provide project management, operational, and strategy consulting services across several industries using methodologies such as scenario planning, lean six sigma, agile scrum, data visualization, design, and systems thinking.

Mayo Clinic – Rochester, MN (Remote) August 2022-November 2023

Director of Operations, Strategy Consulting Services

Serve on the leadership team of an internal consulting group focused on streamlining all operations.

Provide operational and administrative leadership to coordinate and streamline all operations for a large internal consulting group that spans strategy to impact the Mayo Clinic Enterprise.

Establish staff schedules and assignments to ensure that division resources were optimally allocated to the enterprise's 12 different clients, to optimize cost.

Defined competencies and job expectations for all staff, while maintaining the proper level of highly competent staff.

Developed and maintained key performance indicators (KPIs) to measure operational efficiency and tracked progress toward established goals, providing visualization and trend analysis to identify insights and solutions.

CEMEX, Inc. – Houston, TX June 2016-August 2022

Director of Operational Excellence / Procurement Operations

Led strategic sourcing, negotiating, contract administration, and executing strategic transactions on behalf of CEMEX USA.

Performed due diligence in the acquisition of construction and chemical aggregates quarry and port operations as part of the company's growth strategy.

Led and evolved a culture of operational excellence throughout the manufacturing organization, promoting teamwork, collaboration, and employee engagement to drive the fundamental value proposition and strategic goals.

Led and managed a critical team responsible for driving continuous improvement, innovation excellence, operational excellence, learning and development, performance and program excellence, and leadership excellence across CEMEX USA.

Developed a 2-day Agile and Design Thinking event to reduce truck delivery time, successfully identifying 20+ points to optimize inbound and outbound flow by 18 minutes, improving customer experience, and saving $1.5M.

Realized $5M in capital expenditure (CAPEX) cost avoidance by reducing delivery time while managing US procurement capital expenditure planning across goods and service operations.

Reduced annual maintenance costs by $4M, collaborating with cross-functional global teams to design technology-enabled solutions and implement maintenance cost control, promoting best practice sharing.

Coach, mentor, and direct black belt and green belt teams, managing a portfolio of projects focused on safety, quality, and cost and ultimately contributing $56M in EBIT to 3 business units over 2 years.

Pursued and integrated manufacturing technologies, human performance systems, data science, and breakthrough innovation to advance the production system model for CEMEX, providing a competitive advantage.

Stayed current with industry best practices and emerging trends in manufacturing excellence, recommending innovative solutions to enhance operational performance.

Hydratight – Deer Park, TX March 2014-December 2015

An Actuant Corporation Company

Director of Quality & Continuous Improvement

Spearheaded lean manufacturing principles, including 5S, value stream mapping, standard work, and visual management to optimize processes and eliminate waste within the Hydratight ecosystem.

Ensured the design and sustainment of the continuous improvement system, encompassing ecosystems, elements, detailed standards, deployment models, academies, governance, and metrics across the network, promoting a "one best way" operations.

Reduced inventory by $2M, setting production targets and developing models to optimize raw material procurement by utilizing Lean principles such as Strategy Deployment, Value Stream Mapping, Just-In-Time, Standard Work, FMEA, Kaizen,5S, and Visual Daily Management.

Launched receivables improvements to reduce invoicing defects by 50%, resulting in a $1M cash impact.

Introduced a 3-year operational improvement program that included Agile and Lean Six Sigma training, performing business reviews, and implementing project identification, prioritization, and selection processes.

Championed changes to improve quality outcomes and customer service, decreasing complaints by 30%, increasing productivity by 30%, and improving quality performance by 15%.

Conducted regular process audits and assessments to identify areas for improvement, ensuring operational excellence across the manufacturing organization.

Provided training and mentorship to manufacturing teams on lean principles, problem-solving methodologies, and continuous improvement techniques, fostering a culture of skill development.

Pain & Spine Consultants – Brentwood, TN January 2012-February 2014

A medical group specializing in physical medicine and rehabilitation

Chief Operating Officer (COO) / Practice Administrator

Contributed to bottom-line growth with a 15% revenue boost earned by leading the construction of an on-site testing laboratory that augmented the patient experience and built a competitive advantage that attracted new patients.

Led Lean Six Sigma training and project management for 200+ physician leaders, supervisors, and directors, facilitating clinical quality improvement, operational efficiency, and The Joint Commission (TJC) readiness.

Reduced patient admission cycle time by 80% by partnering with operational leadership to plan and execute hospital admitting area centralization and streamline bed management.

Created a bed management program to reduce patient discharge times by 60% by providing process and patient placement support to the transfer centers and medical/surgical units.

Developed a performance improvement program to guide TJC and the Centers for Medicare & Medicaid Services (CMS) accreditation process, recertifying a multi-million-dollar surgery center and increasing revenue by 20%.

Generated $250K net income by reducing missed reimbursement pre-certification from major insurance companies.

Decreased clinical network turnover by 50% in one year by leading exploratory sessions to identify opportunities and implement significant process improvements.

Successfully managed a team of 25 leaders, fostering a culture of accountability, collaboration, and continuous improvement.

Philip Services Corporation – Houston, TX April 2011-January 2012

A Lindsay Goldberg Portfolio Company

Director of Engineering & Continuous Improvement

Improved expense management, growing annual cash flow by $1M and reducing cash process cycling time50% by aligning 15+ locations and introducing Lean Six Sigma tools to 80+ team members.

Transformed regional culture, achieving full Lean Six Sigma adoption 7 months ahead of schedule, improving productivity by 30% and reducing work in progress by 20%.

Implemented Lean foundations in the service operations, reducing variable costs by 20% by conducting operational audits, introducing workflow enhancement initiatives, and identifying and training change agents.

Bechtel Oil, Gas & Chemicals – Houston, TX March 2003-April 2011

Global Manager of Lean Six Sigma

Trained and mentored 20+ Lean Six Sigma Black Belts and Master Black Belts, 100+ Six Sigma Champions, and 250+ Yellow Belts globally, establishing metrics to capture progress among 300+ Six Sigma projects.

Piloted Lean construction initiative, increasing productivity by 25% and saving $8.5M while configuring, deploying, and leading continuous improvement and process improvement in a multi-functional, complex environment.

ADDITIONAL EXPERIENCE

LifeGift, An Organ Procurement Organization – Houston, TX September 2020-May 2021

Consultant / Harvard Medical School MCSO Program Capstone Project

Reported directly to the CEO, while evaluating and optimizing the entire procurement and transportation processes of the organization, to increase patient access to organ transplants, and reduce the impact on cold ischemia times (CITs), and donor transportation costs.

Evaluated current state processes and developed future state processes to align with the recent changes in the organ allocation policies and practices, as ratified by the United Network for Organ Sharing (UNOS). This was performed in collaboration with the organization’s performance improvement, organ operations, and business intelligence teams, and with donor and recipient hospital physicians and administrators.

Developed key performance indicators (KPIs) that needed to be collected, tracked, and monitored to gauge the performance of the organization and ensure quality care and patient satisfaction.

CERTIFICATIONS & PROFESSIONAL AFFILIATIONS

American College of Healthcare Executives (ACHE), Member Lean Six Sigma Master Black Belt

Experience Point, IDEO Design Thinking Certification ITIL Foundation Certification

Agile Scrum Master Certification

Project Management Institute, Project Management Professional (PMP)

Contact this candidate