Accountable for three direct reports, service large client portfolio, coordinating project implementation and production/operation support activities as well as staffing and delivery methods. Ensure that all services are properly set up and delivered within project parameters, timelines and budget. Formulate each project strategy – based upon scope of initiative – performing budget analysis, resource planning, and project change request functions as part of finalizing contractual agreements and service specifications.Direct service delivery efforts of multiple teams of consultants worldwide, coaching and evaluating team members, prioritizing workflow and monitoring project plans, identifying changes in scope, and accommodating client change requests. Supply post-production support by responding to and resolving client break/fix tickets and small enhancement requests, and providing weekly and monthly client progress reports. ► Helped secure post production accounts valued at up to $150,000 annually with major Fortune 500 clients. Collaborated with sales teams to identify client needs, insert specific language and terms into final contracts, and outline hours required to support client.► Transitioned unprofitable project into profitable venture – increasing efficiencies by 27% – by better managing workflow and reducing non-billable time. Achieved results by establishing weekly prioritization process and monitoring assigned consultant, to ensure that associate did not address issues unless they were thoroughly documented in system and assigned properly. ► Participated in Kaizen initiative, as part of team selected to improve transition of initiative from project implementation teams to post-production support teams. Headed small group responsible for developing guidelines and protocols used to improve underlying efficiencies, communications and follow-through between both teams, in form of post-production support kick-off meeting with client.

INCENTIVE ADMINISTRATION MANAGER (February 2010 – September 2014)Transitioned from oversight for implementation of new incentive system covering 5,000+ employees to serving as business segment Project Manager and system Subject Matter Expert (SME). Oversaw assimilation of project financials – including run rate, feasibility and breakeven points. Charged with identifying vendors to help service system, managed project team through Request For Proposal (RFP), product demonstration/selection and launch as well as post-production processes, working with training division to develop underlying tools. Subsequently managed implementation phase. Directed activities of six direct reports overseeing daily systems support. Ultimately liaised with 3rd party vendor.► Improved efficiencies of operation. Entailed ultimately shortening time to market for year-over-year incentive plans, by reducing time required to make specific incentive plan changes by 50%, – or from six weeks to three weeks.► Cut cost of implementing year-over-year plan changes by 70% – or from $1 million to $300,000. Achieved company first by completing new plan changes within five days of new year, previously requiring full 30 days to finalize. Additionally, integrated and automated suite of complex monthly and quarterly reports formerly generated manually.► Led migration of incentive administration function from retail division to core activity within human resources. ► Negotiated original contract with Varicent to replace existing, end-of-life internal legacy system. Also secured contracts with OpenSymmetry vendor. ► As Post Production Support Manager, established core intake process, outlining new policies covering track and release methodologies, and forming new estimation and unit test-tracking protocols.

MANAGER, RETAIL PERFORMANCE REPORTING AND INCENTIVES (2005 – 2010)Directed operation involving administration of 30 – retail and store branch, business banking and call center – incentive plans impacting 5,000 company associates and five lines of business. Oversight authority extended to responsibility for $10 million incentive and $1 million annual contest budgets as well as team of three direct report business analysts. Manually coordinated incentive plans for total of 300 associates – administering remaining plans for 5,000 associates via automated system. Oversaw efforts of team which rectified data issues or altered existing plans, developing test scripts and completing user acceptance testing initiatives. Acted in trouble-shooting capacity, by responding to field calls to address specific issues or system questions. Documented all incentive plans, developing and updating training materials to reflect year-over-year changes rolled out annually.► Eliminated expense associated with one Full-Time Equivalent (FTE) staff member over course of eight-month project. Accomplished objective by partnering with IT department and call center to transfer call center incentive plan administration from manual administration to automated IT system.► Also provided “what if” scenario modeling to assist in selecting best approach to incentivizing specific products or programs while remaining within budget. ► Dramatically improved customer support, manual plan administration, and plan modelling & reporting, by rebuilding team and hiring associates with needed skill sets. As part of re-positioning team and streamlining operations, negotiated migration of call center incentive plan administration into new retail performance reporting and incentives department.