PROFESSIONAL SUMMARY

Six Sigma Greenbelt Certified, Business Process Improvement Analyst who has working experience with BPMS, Process Improvement, Change Management (CAPS Models), Project Management, Risk Management, Budgeting/Operations for State Government, Program Planning for County Government

Administered 100% BPMS for four divisions and twenty-four operational processes, and responsible for Process Improvement, Data Analysis.

Wrote, reviewed and approved all design control risk management documents.

Developed and managed project plans including change management and release scheduling and tracking.

Completed departmental workouts to identify performance gaps to assist in process designs and establish operational definitions critical to the process, compliance and the customer.

QUALIFICATIONS

Change Management Agent, Process Manager, Six Sigma Greenbelt, Service and Supply Management, Government, Data Analysis, Strategic Projects, Business Profitability, Efficient Resource Utilization, Improved Customer Experience, Change Management, IT, Risk, Sales, Finance, Operations, BPMS, Billing, Budgeting, Process Improvement, Oracle Database Content Mgmt,, Writing, Troubleshooting Rules Engine, BPM, repository Mgmt.

TECHNOLOGY

Microsoft Word, Excel, Access, Visio, Power Point, igrafx, Oracle Financial Analyzer, FDR, Row, BTS, AFP On Demand, Minitab, Pega, Appian, Lombardi, PeopleSoft, Siebel, SharePoint, Document Direct, Hyperion, PeopleSoft, Jira

PROFESSIONAL EXPERIENCE

Keller Williams - Atlanta, GA. September 2015 – Present

Consultant (Business Division)

PM for Initiation, Planning, Design, Quality, Risk and Issues, and Deployment Phases for i-Shop Pega Application Development platform within KW Exquisite Business Model

Drafted Business Model Case, Engineered BPM Processes for IT implementation, Finance, Operations, Farming, Database Management, KPI and scorecard, Customer Experience, HR and Employee Training and Design, Collaboration Model, Ops Training and Development Models (DMAIC, DFSS)

Designed 15 BPM models within in PEGA modules for processes Critical-to-Customer, Critical-to-Process, Critical-to-Compliance (using Lean Six Sigma Process Improvement Methodology)

Drafted innovative Patent components and Boundaries (Methods)

Created business model to support team structure and development, Lean Six Sigma methodology through 30-60-90 day plans, Assessments, Capability Analysis, and increase speed and volume through Customer Experience measurement to create modules within Pega Systems.

Prepared Business Case for System Governance, Change Control, Risk Management, Standard Operating Procedures, and Repositories

Served as Liaison and Manager for Key Stakeholders, PI Team, IT and Business Ops

Used Customer Experience components and results to draft Business Requirements and System development modules to match Fiscal Year End Strategy

Responsible for multiple process improvement projects, including cross department coordination

Accumulated 2.5MM in lead generation in one month to include land, commercial, and residential sales.

Wrote, Reviewed and approved all design control risk management documents.

Benchmarked critical Business Unit “current” processes to identify future process automation opportunities

Performed system capability analysis to, maintained key metrics and scorecard design/maintenance, identified Process Improvement opportunities.

Approved strategy level process change models

Maintained process improvement documentation, training manuals for system risk and issues logs

Kaiser Permanente – Atlanta, GA May 2010 – May 2015

Process Analyst / Project Manager

Developed and managed project plans including change control management and release scheduling and tracking.

PM for Initiation, Planning, Design, Quality, Risk and Issues, and Deployment Phases for Pega Application Development platform within KW Exquisite Business Model

Drafted Business Model Case, Engineered BPM Processes for IT implementation, Finance, Operations, Farming, Database Management, KPI and scorecard, Customer Experience, HR and Employee Training and Design, Collaboration Model, Ops Training and Development Models (DMAIC, DFSS)

Designed 15 BPM models within in PEGA modules for processes Critical-to-Customer, Critical-to-Process, Critical-to-Compliance (using Lean Six Sigma Process Improvement Methodology)

Drafted innovative Patent components and Boundaries (Methods)

Created business model to support team structure and development, Lean Six Sigma methodology through Work Plans and Business Continuity, Assessments, Capability Analysis, and increase speed and volume through Customer Experience measurement to create modules within Pega Systems.

Prepared Business Case for System Governance, Change Control, Risk Management, Standard Operating Procedures, and Repositories

Served as Liaison and Manager for Key Stakeholders, PI Team, IT and Business Ops

Used Customer Experience components and results to draft Business Requirements and System development modules to match Fiscal Year End Strategy

Completed Business Process Management System (BPMS) for 100% of major operational and IT for both internal and external customers.

Established a deep, credible, and sustainable relationship as a trusted advisor to Business Decision Makers

Served as subject matter expert for Clinical Operations

Recommended key business process improvement initiatives to be included in Strategic Plan- 7 out 9.

Responsible for Repatriations, Cooperative Resource Scheduling, Acute/Primary Care Services, Claims Systems Utilization and Reporting.

Responsible for Business Process Improvement –Internal/External, Contract/Procurement Management/Space Utilization.

Helped in Financial/Budgeting Process.

Analyzed portfolio allocations to identify levers of process improvement and automation.

Responsible for implementation of benchmarking/best practices for the Atlanta region

Responsible for Process Improvement, Repatriation Process Improvement which resulted in $1.2M decrease in medical costs by focusing on patients with critical illnesses and partnering with hospitals and negotiating contracts with largest cost savings potential based on facility proximity.

Responsible for Acute/Primary Care Services Process Improvement established operational definitions for care services resulting in 98% accuracy rate and reducing complaint rate by 78%.

Increased revenue by 50K per month by designing and implementing process improvement.

Responsible for Contracts/Procurement divisions and promoting collaboration efforts between neighboring hospitals.

Salesforce Experience

Analyzed data for Salesforce to match SLA’s that are critical to process, critical to compliance, and critical to customer.

Served as liaison between business units and IT to configure modules within system to match business and customer needs

Analyzed Salesforce data/statistics to report out to division management

Consulted on the use of re-engineering processes that included strategically aligning business processes to include Salesforce as a major data source and gained buy in from Senior level management.

Coached departments through Change Mgmt. process using the CAPS model.

Reviewed processes current and future state for Salesforce per department

Documented current use and future needs per department and Salesforce system using BPMS formats to create DMAIC repeatability formats.

Administered DFSS assessments for broken processes so that New process can be ready for BPMS usage

Interviewed, maintained, and created SLA process for vendors

Structure quarterly round table meetings to report process progress between Management, Vendors, and Executive Level Mgmt.

Lead departmental process workouts, created project parking lots, and implemented project management process for large scale project implementation surrounding department and Salesforce usage for strategic planning

Created training modules and simulations designed to maintain change for each operational function, internal and external.

Formats for COE process design are set to accommodate future digitization transformation efforts

Microsoft Corporation – Alpharetta, GA May 2008 – May 2010

Consultant

Completed and Translated 100% of Voice of the Customer (VOC) initiatives into quantifiable components critical to quality, compliance, and the customer.

Completed departmental Workouts for nine (9) divisions within the Southeast region to include: Finance, IT, Sales, and Quality.

Curated in-depth knowledge of end-to-end process areas, gaps, issues and compliance

Managed long-term optimization of process improvements using BPMS, managed gaps, pain points, for a list of process improvement projects

Engaged, aligned, optimized all f(x) including all Process Owners

Benchmarked critical Business Unit “current” processes to identify future process automation opportunities

Performed system capability analysis to, maintained key metrics and scorecard design/maintenance, identified Process Improvement opportunities.

Approved strategy level process change models

Maintained process improvement documentation, training manuals, and logs

Completed and administered 100% BPMS for four divisions and twenty-four operational processes.

Responsible for Process Improvement and Data Analysis

Improved Reporting Structure resulting in 350K a year savings and Data Analysis for large complex data sets.

Reduced Budgeting cycle time by 2 days saving $50K a year.

Responsible for reducing Segmentation cycle time by 2 days and accuracy by 98% in 100K increase in revenue

Reduced Parenting/Vendor Mgmt. Process cycle time by 4 days resulting in 200K cost savings Completed Greenbelt Project.

Provided System Automation & Conversion and reduced cycle time by 7 days, and increased revenue by $1MM ($7MM overall savings)

GE Capital – Alpharetta, GA October 2004 – May 2008

Manager/Operations Planning/Analysis- Six Sigma

Worked on Business Process Management System (BPMS).

Completed BPMS for nine (9) divisions within PSO (wing-to-wing)- Finance, E-bill, IT, Audit, Card Embossing, Parameters, Customer Service, Risk Management.

Managed US and India offshore Full-time employees (30 FTE’s)

Assisted and monitored data collection plans for the entire wing-to-wing Portfolio Services Operations process in efforts to improve process capabilities.

Determined Baseline for Performance measures (Data Collection Plans) for components Critical-to-Process, Critical-to-Quality, Critical-to-Compliance.

Completed departmental workouts to identify performance gaps to assist in process designs and establish operational definitions critical to the process, compliance and the customer.

EDUCATION/CERTIFICATIONS

University of Miami, Coral Gables, FL 1992-1996

Finance

Georgia State University, Atlanta, GA 1996-1998

B.A., Business Administration, Finance

Harvard University, Atlanta, GA 2019-2021

MLA., Business Administration Candidate

Six Sigma Greenbelt – GE Electric

PMP – GE Electric

Governmental Accounting Series I, II, III, IV – State of Georgia

PEGA Developer Certification – In Progress

PEGA Lead Architect – In Progress

Blackbelt- Preparing for examine

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