Project/Program Management Resume

SUMMARY

Customer facing Senior Manager, Continuous Process Improvement adept at improving customer experiences and reducing enterprise costs by delivering sustainable and continuous improvement initiatives.
Strategic business partner (C - Suite level) TEMPeffective creating/growing functional relationships at varying levels in a complex organization to ensure ongoing strategic alignment with corporate initiatives.
Entrepreneurial-minded change agent leveraging emerging smart automation tools (robotic process automation and machine learning) and business process re-engineering methodologies, including organizational change management to optimize end to end business process TEMPeffectiveness and efficiency.
Key Industries includes: Governmental, Financial Services, Insurance (Healthcare, P&C), Automotive and Utility
Led big 4 financial audits and consulting engagements including Lean Six Sigma (LSS) projects
Certifications: (LSS) Master Black Belt, Program Manager, Organizational Change Management, Business Transformation Management
Strong accounting, auditing/compliance and business process controls (both business and IT) knowledge
Re-engineered cross functional end to end business processes integrating key performance indicators (KPIs)
Significant progressive experiences with both Continuous Improvement and Rapid Process Improvement models
Planned/designed/executed divisional and corporate change management initiatives (domestic/international)
Led large, complex and cross functional global and domestic OCM programs/projects (both business and IT)
Designed/developed/delivered (LSS), project management and change management training programs
Advanced written, facilitation (including Results Chain), presentation and interpersonal communicator

TECHNICAL SKILLS

Proficient in Microsoft tools: (Excel, PowerPoint, Word, Visio and Projects);

Working knowledge: Lean Agile (SDLC), IBM Blue Works; Changepoint Project Management Tools, Planview

Process toolkit includes: Benefit Realization Management, Kaizen, Process Mapping, McKinsey 7S tool, stakeholder analysis, communication plan

PROFESSIONAL EXPERIENCE

Project/Program Management

Confidential

Responsibilities:

Led Digital Automation (DA) Program (including both RPA and OCR) (first year cost savings $22.9 million) (Insurance)
Developed/implemented corporate key performance Indicators (KPIs)-staff thru C-Suite levels (Insurance, Utility)
Redesigned Procure to Pay Process (Increased TEMPeffectiveness from 40% to 85%; cost savings- $5.2 million (Insurance)
Led Time and Motion Study Projects from identification of cost savings to financial statement validation (Media)
Led Corporate Business Process Controls Conversion: Optimize Automated (IT) Application Controls (Automotive)
Redesign/transitioned Corporate Sarbanes Oxley Process (including staff) from Michigan to North Carolina (Banking)

Process Re-engineering

Confidential

Responsibilities:

Customer to Meter Cycle reduced processing errors by 60%; Improved on time customer billing from 65% to 90% (Utility)
Re-engineered the Human Resource Recruiting process (cost savings -$900k) (Insurance, Automotive, Financial Services)
Improved Health Claims Auto Adjudication first time throughput rate (From 85% to 87.5%) (Insurance)
Re-engineered Administrative Cost Process (Reduced administrative cost by $40 million - first year savings) (Insurance)
Re-engineered Insurance e2e product life cycle process (reduced to 8 days; processing errors - 60%) (Financial Services)
Redesigned/transitioned global sales administration process from US to Luxemburg (incl. training, KPIs) (Automotive)
Redesigned the Pharma/Healthcare Provider Prior Authorization Request Process (from 65% to 95%) (Insurance)
Redesigned Accounting Close and Financial Reporting processes (Reduce cycle time by 7 days) (Insurance, Automotive)

Organizational Change Management

Confidential

Responsibilities:

Developed/rolled-out lean six sigma and project management training materials (U.S./abroad) (Automotive, insurance)
Designed/managed divisional Digital Transformational Project (exceeded divisional goals by $2 million)
Redesigned/transitioned multi-national division to paperless environment (Cost savings $25 million) (Automotive)
Developed/rolled out enterprise wide 2013 CEO National Healthcare Reform Summit (Affordable Care Act) (Insurance)

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