Anna Berget-Mingo Email & Phone Number

Minneapolis, Mn

- Launched individual projects to move five clinics/departments to new Ambulatory Outpatient Specialty Center with outcome to increase Commercial Payer mix- Introduced Project Management Methodology and Standards & Practices for the first time in the hospital environment across Radiology; Comprehensive Cancer Center; Cardiology, Physical, and Speech Language Pathology Therapies, and Lab departments- Optimized and documented operational processes and requirements for applications and workflow by identifying where these complex departments and clinics deviated from the Specialty Center’s new Standard Workflow based on each one’s unique complex needs- Championed effort to review Procurement List compiled prior to project/program management was formally introduced across 32 clinics and departments, after which the audit produced more than $10MM in missed equipment and supplies

Greater Minneapolis-St. Paul Area

- Assigned to co-manage a discovery program to drive visibility within Supply Chain and identify areas of opportunity to unlock Holistic Margin Management, accelerate growth, and build customer trust, with an estimated program opportunity of $50MM+ in value over 3 years- Demonstrated ability to balance 3-5 open projects at a time at varying sizes and places along the GMI-specific project management framework, with a total of managing eight unique projects since being brought in June 2015- Exercised depth of ability to manage up to five projects at a time with varied technologies, objectives, Lines of Business, and team sizes, and fluidly transition between them and consistently reprioritize based on the needs of each project and resource- Proven to be a team player by picking up projects from other PMs when they were in-flight to create balance and avoid over-allocation within the PMO- Managed overall portfolio of projects at varying stages totaling up to $8MM over the span of the year- Provided expertise from previous projects to provide innovation and direction towards the success of the project

Greater Minneapolis-St. Paul Area

- Successfully migrated the management of platform, application, network, and database infrastructure for BestBuy.com from an external vendor which has been in place for over 12 years to internal resources (deemed highest priority for BestBuy.com Operations by eCommerce’s Chief Technology Office: CTO) o Transition to internal resources promoted increase in quality, communication, accountability, innovation, and collaboration o Through the transition of responsibilities, the migration was expected to save approximately 65.6% of the infrastructure management cost from previous years o Drove a three year-long idea to bring infrastructure management for BestBuy.com to internally managed resources, completed in four months once disengagement commenced- Introduced project management discipline the BestBuy.com Operations department, which paved the way for teams to capture areas of improvement and opportunity, prioritize hundreds of projects and initiatives within the department, and allocate resources at a more granular and optimal level- Managed and organized the constantly changing projects, initiatives, and priorities for the Transition program objectives, known upcoming BestBuy.com projects, other work engagement requests from cross the eCommerce CTO, and BestBuy.com Operations capital expense projects- Was able to maneuver and manage a significant number of concurring BestBuy.com Operations programs and projects in a complex and agile working environment (number constantly in flux; has been up to seven primary managed programs/projects and tens of co-management initiatives)- Created and owned a formal work engagement request (demand intake) workflow from teams across BestBuy.com into BestBuy.com Operations (20+ projects in flight regularly)- Earned praise and confidence from Senior and Executive Leadership for the ability to take deliverables and follow through to task completion with little guidance

Greater Minneapolis-St. Paul Area

- Charged with “Special Projects”: considered enterprise or corporate initiatives with challenging scope or outside of the normal systems upkeep, which drives growth and increased quality in generally unrealized areas- Balanced standard System Development Life Cycle (SDLC) procedures in addition to RBC-specific Project Management Framework scope, including standardizing a level of quality- Championed an initiative outside of day-to-day tasks to provide awareness and role-based comprehensive guidelines for SDLC project team members (focusing on project management, documentation, development, and testing) in adherence to the Web Content Accessibility Guidelines (W3C Recommendations) to plan and develop applications sensitive to the needs of persons with disabilities or special needs- Encouraged iterative development when appropriate, following the Agile model, as well as use-case driven requirements gathering and documentation to identify true Business need, unexpected value through gap analysis, and superfluous additions with little return on investment or Business sense

- Acted as lead PM for two enterprise-wide projects in both Systems Development Life Cycle and Infrastructure specialties- Managed and prioritized application enhancements, create project plans, establish resource allocation need, design documentation, report progress to leadership, manage communication to users, and provide ongoing support to cross-functional teams- Lead in Quality Assurance by developing test plans, creating test scripts, managing testing team objectives and timelines, documenting defects, leading go-live deployment testing, and conducting final signoff at time of deployment- Streamlined process to fit into a repeatable, monthly release schedule- Adapted project to expand and accommodate the scope of rapidly growing program demands- Lead ongoing quality initiatives through leading structured focus groups and utilizing Six Sigma methodology and analytics- Provided backup operational support to program including training, fielding technical questions, and entitlement review and access grants- Managed the 100% closure of 107 identified infrastructure gaps a full fiscal year ahead of schedule within budget of $1.8MM

- Lead Information Systems PM for Best Buy Mobile Stand Alone Store new store openings- Led all status, planning, and problem solving meetings for the project with software, telco, technical, procurement, vendor, and business project management teams- Created solutions for installation issues varying in scope and difficulty- Held 100% success rate in providing functional IS requirements to open a new store on time; opened 26 nation-wide Best Buy Mobile stores from July 2008 through March 2009- Worked budget reduction exercises which brought initial IS scope costs per store down an average of 270%; provided solutions to the Business to lower existing average costs by as much as an additional 10% per store for the following year

- Provided support in procurement, including research, quoting, purchasing, invoicing, and billing- Worked with Orbit Engineers and Account Managers to provide scoping specifications, prices, details, and ultimately recommendations for larger projects- Researched detailed specifications and nuances between not only basic hardware needs, but also servers and other advanced hardware components including switches, routers, Cisco IPT products, etc.- Coordinated Field Tech installations by utilizing CRM and personal contact to ensure no project going overlooked; and worked with Field Technicians and Help Desk Analysts to provide troubleshooting and problem-resolution support for new and existing equipment- Worked with Logistics team to acknowledge and remedy potential issues faced by upgrading to newer versions of billing software; providing first-hand experience, input, and solutions

- Consolidated all technology product procurement and transitioned to ordering over 90% of all related products for Piper Jaffray and its branches (usable by and requested for both full time employees and contractors)- Researched products to find best fit for internal customers and made sure all obsolete products were appropriately replaced and certified for firm use- Demonstrated knowledge of product function to assist in choosing appropriate product for the needs of the user- Created tracking solutions for all available and in-use software licenses and upgrades within the firm- Maintained constant contact with techs to know what hardware was available as to not over-order and eventually save the firm money- Consolidated position and took on responsibilities of two previous Desktop Analysts, and became main liaison between Technology department and all business lines within the company

Mechanical Engineering/Aerospace Engineering

Mechanical Engineering