With direction from the Infrastructure Architecture Senior Engineering Manager assisted in the strategy to develop and execute the enterprise plan necessary to successfully standardize and improve Infrastructure Architecture processes.Developed redesign initiatives that encompassed end-to-end analyses and future state redesign that included strategy to identify people-side risk to mitigate concerns associated with change.Completed and led integrated process analysis while identifying procedural and control deficiencies, opportunities and solutions. Overcome barriers related cultural shifts, change and silo mentality while ensuring effective relationships among the design teams and Stakeholders..Applied basic analysis to complex process/change management tools to improve and enhance processes for teams, departments and business units identified inefficiently or costly. Collaborated with Process Owners to create key performance indicators for future state assessments, Consulted with leaders to understand, influence, adapt analysis and create alternatives for consideration.Lead collaboration with IT Process Owners to transform to agile by objectively assessing and identifying current state of agile maturity and adoption. Coached and mentored team members and Champions in both LEAN/Six Sigma process and tools and in structured change management methodology and approach.Identified need for formal enterprise communication strategy to support and reinforce agile transformation by identifying stakeholders, communication channels developing and implementing structured and standardized communication strategy for enterprise IT Infrastructure.

Member of Supply Chain leadership team, reporting to Supply Chain Vice-President.Developed change management plan that included: communication, sponsor roadmap, coaching, training and resistance approaches.Implemented and managed formal creation of enterprise communication plan that included: multi-channels, stakeholder analysis, target audience identification, translation of technical needs to business case and visible KPI need to support agile transformation. Collaborated with Supply Chain Vice-President to develop purchasing strategy provided enterprise visibility to KPIs.Redefined Purchasing and Logistics structure, identifying traits/performance of a successful buyer and establishing KPIs to drive an increase in logistics income. Identified, directed and facilitated sustainable improvements that drove over-all service-level increases.Leveraged procurement program (Clarity) to increase use of Suggested Order Quantity (SOQ) from a baseline of 2% to 75%.

Collaborated with sales and operational executive leadership to develop and implement an operational excellence program, including process improvement approaches, employee engagement/recognition and certification, and standardized documentation and procedures. Led enterprise-wide strategic initiative goal development; requested and received approval of $3.5M budget. Member of PMO representing and presenting to PMO all operational process requirements by working with process owners and stakeholders to develop business use case that could easily be converted into technical requirementsDirected and developed measurement system to ensure increasing employee engagement; grew participation over 450% while delivering consistently high employee satisfaction scores. Customized several off-the-shelf toolkits and software programs to match the culture and maturity level of the various sites across the enterprise; succeeding in achieving 75% awareness level within 12 months of new associate onboarding. Increased process standardization as measured by documented SOPs located in enterprise library. 0 to 120 (2015); 120 to 475 (2016); 475 to 530 (2017).

Key member of team reporting to CEO responsible for shifting the culture through delivering and sustaining company- wide process improvements in excess of $4M by engaging over 15% of the workforce annually in focused process improvements; created an enterprise framework and platform to recognize and reinforce success and sustainment; led development and delivery of all standardized training materials to over 350 associates; senior facilitator of Lean kaizen events focused on PDCA project; operations leadership team business partner responsible for improving service level and reducing cost per case.