Experience Summary

Continuous Improvement Specialist with 17 years’ foundation built on Business Analysis and Lean 6 Sigma combined with the structure and leadership skills in Change Management and Project Management. 9 years spent first in Industry positions gaining training, hands-on experience and delivering sustainable change in Business Process Mapping/Analysis, Lean SS and Project Management. Followed by 8 years of Consulting, increasing breadth and depth across the globe, industries and throughout highly-matrixed corporations as well as smaller private companies.

Continually strengthening Leadership skills to;

●Drive the CM, PM & CI processes and systems in a company to implement programs that will have continuing long-term benefits.

●Develop plans, schedules, and budgets for CM and Program/Project delivery.

●Monitor existing processes to make sure they continue to perform at optimal levels of efficiency.

●Supervise and direct the work of CM, CI and PM department staff.

●Engage employees at all levels to ensure holistic success.

Credentials

●Certified Change Practitioner (2011- Prosci)

●Project Management Professional, PMP® (2007- PMI)

●Lean Six Sigma Black Belt (2006, Caterpillar University)

●M.B.A., Kellstadt Graduate School of Business, DePaul University (2006)

●Ancillary industry-specific certifications: Certified Scrum Master (2016), Certified Nursing Assistant (2012)

●Business Process Improvement Training (2001 United Airlines)

●Mnitab, eVSM for Visio

Consulting and Industry Experience (2001 – Present)

Client Listing:

*Country Financial *State of Colorado *Delta Dental *Caterpillar Inc. *RLI *Kraft *Abbott *Rank Group Limited *Pfizer *BP Oil *Walgreens

Country Financial, PMO Strategic Consultant (July 2019- Present)

Reviewed the Core IT Dischiplines Evaluation (Current State), Maturity Roadmaps (Future State) and the Maturity Mappings/ Competency Maturity Guidance for the 10 areas

Compared the health check reviews with Country’s Strategy

Revised and updated the Current State, Maturity Mappings & Guidance based on to date progress and relevance to Strategy

Developed high-level WBS and PM framework to accomplish Future State including a detailed Communications Plan and Cadence Plans and Change Management Plans

Recommended a Resource strategy, Number of resources, required skills, required tools, required training/on-ramping

All accomplishments were grouned on strategic relationships with internal Division Leaders as well as SME in each area

State of CO, HCPF Health Information Office (June 2017 – May 2019)

Division Director, PMO (newly created position)

Director of - 2 PMO Supervisors with 12 PM, Contracts and Quality team members, IT Supervisor and 10 team members and contract staff on average of 15 ranging from Principle to Business Analyst and Coders

Weekly - Monthly update meetings with Government partners including CMS

Developed strategic relationships with all internal Divisions

Partnered with the Lean Office to map the current/future- state of the siloed departments; 2 separate PM/Quality teams, Business Analysts and Contracts, Accounting & Budge, Legal team and partnering entities within the State and Federal gov. Designed lean processes, improved and streamlined upon current processes. Implemented standardized work where possible across the dept/teams.

Key facilitator of the bid process, SOWs, contract management and work director of strategic resources for large IT and Certification projects

Caterpillar Inc., Program Manager, Global Supply Network Division

•Program Manager for Vendor Selection of a cloud-based, state-of-the-art, procure-to-pay global solution for indirect goods. Collaborated daily with Product Manager and Owner.

•Planned, coordinated and facilitated a 3-day project planning session with 40+ global-based team members, stakeholders and steering committee members. Developed and networked the WBS for 6 workstreams; Vendor Selection, Architecture Design, Deployment Strategy, Business Analysis, Change Management and Project Management. Reduced Vendor Selection Process timeline by 75% through team encouragement and empowerment to challenge and change the norm.

•Orchestrated the plan and the teams/sub-teams through project closure.

Caterpillar Inc., Continuous Improvement Manager/ Change Practitioner - Analytics & Innovation Division

•Served as the lead Project Manager/ Change Manager for Caterpillar through development and implementation/ integration of the newly formed Analytics & Innovation Division. Participated in the facilitation of Benchmarking, Stakeholder Interviews, Governance Structure, Metrics and Goals, High-Level Roadmap with Project Prioritization, Mission/Value Statement, Operating Model & Ecosystem Collaboration, Communication Plan and Financials/Budget. Developed the CM Roadmap, presentation materials and templates for the new division’s journey.

•Coached senior leaders and executives in their Change Sponsor roles. Provided direct support and coaching to front-line managers and supervisors as they led their direct reports through transitions. Supported all project teams in integrating change management activities into project plans.

•Led a week-long Kaizen to develop and document Current/ Future State Value Stream Maps. RACIs were also a deliverable for the division.

•Led a week-long Kaizen to bring all departmentalized PMO processes/ people/ tools under one Divisional PMO. This included 7 departments, 300 employees and all legacy and new infrastructure, applications and systems.

RLI, Agile Project Manager -

•Led Sprints, internal and external status meetings with team members and stakeholders. Provided project status decks and financial reports to ensure every project remained on-time and within the planned budget.

•Facilitated the Identification and monitoring of project risks, issues, decisions, and change requests for all projects and facilitate discussions around high priority ones, resolving the challenges surrounding projects.

•Managed SOWs and Change Orders.

Kraft, Program Manager/Agile Project Manager - eCommerce

•Developed a standardized decision tree, along with on-boarding methodology, for the vetting of potential/new eCommerce Retail Partners.

•Created the Department’s Value Stream Map and supporting Business Processes’ Maps.

•Provided influential leadership for stakeholders to optimize program management and operational performance utilizing AGILE. Established processes for the strategic and tactical management of all facets of Kraft Coffee eCommerce sites: website operations, technical project delivery, implementation of new features and functions, and continuous improvement of the existing functionality.

Rank North America, PMO Lead

•Constructed a pop-up PMO for a 6 month Supply Chain savings initiatives of $25M with a $60M stretch. The program was initiated by acquisitions and covered 13 categories (direct and indirect) across 5 separate businesses. Program successfully completed 2 months early and generated $53M in savings.

•Rapidly established governance procedures and cadence for SC/ SH/ Banking meetings and team status updates. Trained appointed Buyers to also function as Project Managers and utilize consistent processes through status and presentation templates and team document repository.

Pfizer, Program & Communications Manager – Records Management/ Retention Strategy

•Served as the Project Sponsor, Program Manager and Communications resource for companywide records review initiated due to multiple acquisitions.

•Created the project Charter, analyzed and projected resource (12 FTEs, 35 contract) needs then developed SOWs & POs with vendors. Maintained and managed all vendor contracts over the life of the program ($11M).

•Developed standard processes for the repetitive program tasks;

oProject activities: SH and team status meetings, communications, productivity reports, SharePoint maintenance, tracked actuals vs. budget, managed discrepancies

oFinancials: corporate A/R and A/P functions, discrepancy management of actuals vs. budget

oHR activities: updating corporate HR systems to manage 35 contract employees

Industry Experience (2000-2009)

Caterpillar Inc. (2005 – 2009) Lean Six Sigma Black Belt II/ Program Manager

•Promoted to train and lead Lean methodologies as change agent and PM for corporate-wide “Lean journey”.

•Delivered LSS training to internal personnel from shop floor through executives on every project developing yellow and green belts. Trained internal and external supervisors in workforce management methodologies and use of continuous improvement tools.

•Served as a Lean BB & Change Agent rep onsite at a Cat Logistics customer for 6 months.

•Provided LSS training with Cat U and Global Purchasing to select Suppliers with respective internal Partners in week-long focused events. Facilitated Value Stream Transformations workshops and developed Multi-Generational Project Plans (MGPPs) based on opportunity discovery.

Program Management Office Manager/Six Sigma Black Belt

•Promoted and led PMO start-up for the Business Unit (BU). Garnered support from the executive sponsor and steering committee. Led BU from being 100% consultant dependent to having a workload based, self-balancing team of resources.

•Appropriately sourced staff (10 FTEs, contractors and consultants) to support PM needs at the BU and Enterprise level. Selected and implemented the governance, processes and tools for the PMO department.

•Developed the communication lines and timing across departments, the communication templates and the internal website for storage. Created the PMO team member's and ‘project team member' training plans.

•Personally led each Chartering session and activities related to scope document/sign-off, team selection, project initiation and kick- off for every project.

•Served as the BU’s representative on the corporate PMO governance committee as we worked toward bringing every PMO onto enterprise software and running true programs/portfolios.

•Maintained over 60 programs/projects annually across numerous US and global locations.

Program Manager & Six Sigma Black Belt - Process Engineering

•Received classroom and hands-on experience training for 6 Sigma BB certification while serving as a New Product Introduction Program Manager (NPI).

•Special Project: Took the opportunity to create and utilize a BU NPI project plan template, based on the needs and relationships of each of the BU’s departments. Dramatically improved communications, cost, quality and timeliness of programs which led to division-wide recognition of importance and value of structured Project Management.

•Special project: Facilitated the seamless relocation of operations for three transmission assembly lines from France to Tennessee within the allotted eight-month time frame. Directed the planning and development of the construction of the new assembly lines producing 70+ units per month, effectively securing annual transportation savings of $300K and a 35% reduction in customer response time.

Six Sigma Green Belt & Project Leader - Supply Chain

•Defined vision, mission statement, goals, metrics, reporting measures and methods for newly developed Logistics group.

•Special Project: Developed the in-depth strategy, detailed project plan with budget to demo and rebuild over 1000sqft of a 2000+sqft manufacturing/assembly plant. Created a green field to rebuild the Assembly area into a Lean Operation. Three options were presented to the Business Unit leader, varying in Implementation time due to additional cost and/or resources. After the option was selected, the project plan was kicked off including general construction, HVAC, Electrical, Sitework and new Equipment.

McCain Foods USA (2001 – 2003), Supply Chain Specialist

•Adeptly managed and maintained major food chain account operations from order receipt through final product delivery. Demonstrated outstanding versatility in performing and coordinating full-scope distribution and fulfillment procurement functions spanning inventory planning and control, reverse logistics, third-party logistics management, customer relationship management, and variance analysis.

•Initiated and developed, with IT, a universal data entry form/database that eliminated the use of 10 separate spreadsheets by each team member. Automated monthly reports based on the data and required by management for monitoring department performance. Documented procedures for all improvement initiatives, developed training materials and provided ongoing support for 10+ users.

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Business Analyst – Supply Chain Finance

•Contributed sharp financial acumen toward analyzing budgets, spending, variances, and overall fiscal performance, vital to driving cost-effective process improvements on Corporate Supply Chain Purchasing.

•Special project; Subject Matter Expert for corporate Transportation Planning and Management Software selection and implementation team. Defined business requirements, loaded data into new environment, wrote test cases, performed test cases and provided feedback for development. Documented the processes for the new system as well as the new Transportation supplier selection process, developed and delivered training materials for internal users and transportation suppliers. Provided ongoing support.

•Created targeted spreadsheets for the dedicated transportation programs, allowing for greater accessibility and making the transfer of information to accounts payable more efficient. Streamlined the freight payment and resolution processes. Result: lowered the flow of bills for resolution by 90% and reduced weekly personnel hours for the business group by 40.

United Airlines (2000 – 2001), Sr. Business Analyst

•Business Analyst liaison between IT, all support Business functions and Global Cargo Operations.

•Analyzed Global Cargo operations and business processes for improvements, sourced suppliers for new technology and tools. Developed/implemented those process improvements. Coordinated/conducted staff training for process and tool upgrades on-site at global airport locations.

•IATA elected board member. Team member of team that created International Cargo paperless airway bill.

Education

M.B.A., DePaul University, Kellstadt Graduate School of Business, 2006

B.B.A., Major: Marketing, Minor: Supply Chain Management, Western Illinois University, 2000

Sigma Iota Epsilon – Academic Fraternity, Collegiate Assessment of Academic Proficiency (CAPP)

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