SUMMARY

Certified Project Management Professional and Certified Manager of Quality/Organizational Effectiveness. Six Sigma Black Belt certificate. Over 20 years exceptional performance business operations management and leadership. Professional management analyst and change management/ continuous organizational improvement consultant specializing in 1) complex problem resolution, 2) defect prevention through the use of statistical tools and reduction of variation, and 3) process/productivity improvements which meet customer requirements and improve the link between customer business plans, sales strategies and revenue objectives. Strong teamwork and organizational skills. A results-oriented change agent. A creative thinker, a diplomatic negotiator: a builder of trust and respect with people of all cultural backgrounds.

PROFESSIONAL EXPERIENCE :

Confidential,Indianapolis, Indiana November, 2002 to Present
Independent Consultant, Organizational Effectiveness.
Clients Include: Confidential,
Delivery of project management, continuous business process improvement and quality management services for development of leadership and accomplishment of business objectives. Developing and leading organizational excellence programs. Designing, developing, and delivering on-site Six Sigma training. Improving business operations management to strengthen both the functional and business competencies of client employees to enhance the functional total contributions to customer’s business success by:

• Increasing customer revenue by $350,000
• Improving order entry accuracy by 20 percent
• Reducing client “hidden factory” work by 62 percent
• Reducing non-billable (write-off) requisitions from 12.5% to less than 0.5%
• Aligning business strategies and metrics to support attainment of business goals
• Analyzing customer requirements, project scope, deliverables, milestones and

measurements

• Driving organizational alignment initiatives and leading transformational efforts
• Supporting change by developing key business and stakeholder partnerships
• Managing internal and external team efforts toward project goals
• Coaching, counseling, and facilitating team to develop and implement business strategies
• Developing strategic employee and organizational competencies to build organizational capability (work with process owners and mentor staff in continuous improvement efforts).

Confidential,Indianapolis, Indiana February, 2007 to June, 2008

Managing business process improvement while minimizing the departmental impact of cross-functional change. Bridge between IT and functional business area users to help manage customer workflow. Process mapping departments to define, document, and/or clarify business inter departmental requirements and specifications. Modeling advanced problem-solving and LEAN leader behavior and propagate that behavior at the local level.

• Analyzing, troubleshooting, and pursuing root cause resolution of business process problems.
• Managing small to medium sized projects for faster return on investments to increase stock price/shareholder value
• Improving internal communication between departments and stakeholder groups
• Eliminating non-value added activities to increase profitability of existing products/services
• Reducing cycle time of transactional production/processes by simplifying work processes

Confidential,Indianapolis, Indiana; Louisville, Kentucky 1976-2002
Billing Quality Manager 1999-2002
Built effective relationships with all assigned account stakeholders (Segment
Centers, sales, marketing, senior management and customers) to favorably impact
quality targets, accelerate cash collections, influence purchasing decisions and grow account revenue. Lead and/or support Operational Excellence projects that positively affect the business results of the site. Coordinating global and regional staff regarding project status, issues and accomplishments. Building business-to-business relationships, and consultant for solutions selling customer applications of Xerox products.

• Enabling resolution of $1.23 million in aging against an open 90+ file of $1.63 million for Top Five accounts.
• Championing relentless customer focus by exceeding the resolution target for 30+

days aged inquiries. For 2002 the target is < 9% aged beyond 30 days; the final rate was 4%.

• Improving cash collections by resolution of top five 90+ aging accounts 50% within 60 days. Final actual was 75.5% which exceeded the target.
• Manage Green Belts within traditional reporting structure to include oversight of certification and career development.

Confidential,/Contracts Specialist 1998-1999
Supported 100 Sales Representatives and Senior Management Team in processing contracts to meet customer requirements and comply with corporate policies and procedures. Site champion (Subject Matter Expert) of internal contract/pricing and sales review processes.

• Developing and publishing "Contract Toolkit" manual for sales reps and managers

on"how-to\'s of submitting contracts as strategy to improve rate of rejected contracts.

• Reducing contract cycle time by increasing number of faultless contracts (accepted

on first edit).

• Assist process-owners to champion projects through PDCA life-cycle from identification to sustain.

Responsible for resolving customer issues regarding equipment delivery with internal and external customers in negotiating delivery requirements. Supplied value-added administrative services throughout the order-to-install closed-loop process. Maximized forecasted install revenue by managing the faultless install process.

• Lowering cost of production by decreasing employee work loads for undesirable work
• Increasing cash flow by creating internal cost savings through avoidance of add-on costs, and maximizing profitability of existing products/services

Senior Customer Business Representative 1995-1998
Responsible and accountable for management of order processing, procedural and
financial editing and invoicing of all products and order types. Managed local
internal and external customer resolution process for rural and metro agencies,
managers and staff.

• Enhancing order-to-install process efficiency, reducing cycle time to less

than 2 days for edit to input process.

• Delivered Cost-Per-Copy and New Order Entry Document training to sales force.

Senior Commissions Administrator 1988-1995
Singly managed and maintained full operational responsibility, supporting corporate
compensation program for sales force of 200. Reduction of person-hours, external inputs to processes, reduced process steps, simplified processes and workflow steps resulted in adjustments processed below corporate target cycle time of 2 days.

• Improving bottom line revenue by carrying 1.8 persons commissions workload,

eliminating need for an additional administrator.

• Providing compensation consultation to field sales and marketing management, providing

technical and analytical support improving internal communication between departments.

• Improving employee morale / team spirit by timely processing commission adjustments.

District Support Coordinator 1986-1988
Responsible for equipment and asset control. Direct support to District Manager
in providing and analyzing internal corporate marketing support data. Performed
general market and business analysis as assigned. Using internal business analysis tools, interpreted data from a variety of sources to improve district performance against corporate goals.

• Increasing profitability of existing products/services through internal identified cost savings
• Creating additional/new revenue existing sources through increased efficiency of support activities
• Decreasing maintenance/support costs through simplifying processes and workflow steps

Billing Administrator 1983-1986
Ensuring implementation of corporate policies and pricing actions. Identifying and addressing operating deficiencies, while managing customer invoicing.

• Improving the ability to serve customers by eliminating non-value added activities
• Reducing cycle time of customer billing process to increase cash flow for faster return on corporate investments
• Increasing customer invoice processing accuracy to exceed corporate standard of 98%.
• Eliminating non-value added activities to improve customer billing satisfaction scores above 98% corporate standard

Confidential, (Corporate Technical Trainer) 1976-1983
Conducting formal technical training of internal/external customers on Xerox high volume applications/systems.

• Creating new customer opportunities through Xerox “solutions” selling
• Increasing customer process productivity by reducing production/process cycle time
• Improving application/system performance
• Reducing application/system variation (increases reliability)

Confidential,Louisville, Kentucky 1973-1976

Developing and implementing drug/alcohol abuse prevention community education programs..

Confidential,Louisville, Kentucky 1971-1973

Planning and implementing curriculum for classroom of 30 fourth/fifth grade inner city students.

EDUCATION

Master of Project Management
Master of Arts in Teaching
Bachelor of Arts in English and Spanish

PROFESSIONAL DEVELOPMENT

Certified Project Management Professional
Certified Quality Manager
Certificate of Project Management Strategy
Six Sigma Green Belt Training
Certificate of Six Sigma Black Belt
Xerox Leadership Through Quality
Xerox Management Skills Development Program, Leesburg, Virginia