Large Government Organization
Conducted several major Lean Six Sigma projects to improve overall system operational availability. Sample projects included development of multi-tier inventory management systems, assessment of sparing processes and provision of recommendations for improvement, and development of the first-of-its kind Sustainment Model which was recognized with the 2010 Army Modeling and Simulation Award.
Advisor to senior leadership team on strategy and strategic communication matters. Developed and launched organization’s website, developed organization’s first-ever promotional video, and published several articles highlighting the organization’s systems and competencies in major publications (online and print). Also authored winning award applications for major awards including the DoD Top 5 Award, the Computerworld Honors Laureate Award, the LTG Ferguson Award for the Second Generation FLIR, and the Modeling and Simulation Award.
Fortune 20 US Pharmaceutical Organization
Partnered with the Chief Process Officer (Planning and Process Office) and Vice President (Process and Planning Office) to develop and implement an enterprise-wide innovation management methodology and associated technology. The development and implementation strategy and associated activities comprised people, process, technology, and infrastructure considerations. Led all training and coaching activities related to the implementation. Provided thought leadership related to all process and technology design, testing, and implementation activities and participated in the preparation of related deliverables.
Top-five US Financial Institution
Provided process re-engineering and organizational design expertise for Institution’s Branch Optimization Project. Gathered quantitative and qualitative data for, and developed current state process maps representing core, front-end branch processes. Identified process re-engineering opportunities, organizational design considerations, and branch best practices to assist in the development of recommendations to inform client-driven, branch optimization efforts.
Large Motorcycle Manufacturer and Franchisor – Financial Services Division
Provided consultative and advisory services to the General Counsel regarding effective contract management strategies. Led process re-engineering and improvement activities for the Contract Management Team. This included review, development or re-engineering, and implementation of all contract management processes to ensure effective and consistent management of legal, operational, and financial risk.
Large Regional Financial Institution – Information Technology Division
Provided counsel and advice to Vice President of IT Security regarding current authentication software and processes, to develop effective multifactor authentication processes, and to identify and engage an appropriate security vendor to manage the Bank’s multifactor authentication to achieve FFIEC compliance by the end of 2006.
Large US Lodging Franchisor – Information Technology Division
Partnered with CIO to document and re-engineer core processes for continued Sarbanes Oxley compliance. This work involved assessing strategic objectives, development and maintenance processes, and design of enterprise data warehouse architecture for data warehouse management particularly as to high-risk data (i.e. customer credit card information). This work also included examining the existing organizational structure within product development to determine restructuring opportunities. Departments involved in this project included: Enterprise Data Warehouse, Software Quality Assurance, and Customer Information Systems.
Top Regional Airline – Human Resources and Information Technology Divisions
Partnered with the CIO and Vice President of Human Resources to design and re-engineer core human resources and IT processes (pre-employment screening, employee terminations, compensation adjustments, performance evaluations, and job descriptions) and organizational structure to achieve Sarbanes Oxley compliance. Successfully led IT and human resources teams in the implementation of the core processes and structural changes within a three-month time frame.
Large Caribbean-based Petroleum Company
Advised and coached senior executives of Organizational Effectiveness, Human Resources, and Industrial Relations Divisions of a large, international oil company, in the development of a multi-generational strategic plan, business operating model, key performance indicators, and monthly business review meetings.
Government Central Bank – Operations Division
Managed and led 12 quality teams to reduce internal errors from 5.5 errors per 100,000 items to 1.87 errors per 100,000 items within nine months.
Top-five US Financial Institution – Technology and Operations Division
Led more than 15 site management teams located across the US in the development and implementation of a site business review structure (including a site operating plan and monthly site executive summary, scorecard, and project analysis).
Advised wholesale and retail lockbox site management team to exceed scorecard targets for all customer CTQ metrics (data keying errors, imaging errors, external errors, and procedural errors) within four months. The team reduced data keying errors to 1:1,102,477 items (the industry standard is 1:100,000 items) from 1:197,882 items within four months.
