Works closely with the CEO and serves as the primary point of contact for Fortune 500 and mid-size clients. Responsible for the overall management of the client relationship including identification of business challenges, close monitoring of talent search, project progress, and troubleshooting. Embodies the “TRC difference” by working collaboratively with clients, TRC’s Talent Acquisition Managers and project team members to ensure project success. Strives to achieve and maintain an excellent rapport with clients via regular status reports for the duration of the engagement. Committed to total client satisfaction by ensuring TRC recruits and maintains a pool of top professional talent to minimize client risk and increase cost-efficiencies. TRC is a privately held woman-owned company that provides IT search, project management and contract consulting to its clients using a unique collaborative methodology.

Managed and supported all of the Business Analysts/Architects and Project Management personnel at Merck & Companies. Instrumental in obtaining a $1M+ Records Management Project and staffing of 20+ records management personnel (exceeding management’s expectations). Responsible for project charters, orientation and KPIs (key performance indicators) based on metrics vs. deliverables, and served as the main point of contact for escalation.

Acted as cross-functional Agent of Change and IT advisor for large SAT initiatives. Worked with business and technical teams to ensure business cases and requirements reflected proper technical considerations. Evaluated existing release and change management processes to identify areas for improvement based on industry best practices.

Accountable for developing the methodology for the portfolio management of multiple, diverse projects impacting IT/Corporate Systems and infrastructure. Successfully managed the timely implementation of 100+ innovation projects enabling the launch of strategic products and services via an extensive coordination/negotiation between internal and external leadership teams. 
Provided senior leadership with decision making tools, analysis, impacts, and artifacts for proposed system solutions and goals. Facilitated consensus on funding across numerous product/marketing organizations. Led a team responsible for daily production support and issue resolution.

Established and launched a program exceeding $10M in cost reductions across IT applications/processes. Aligned with internal and external organizations to identify and remove past road blocks/redundancies and take a unified approach that entailed deep dives across multiple organizations and work processes. Supported and led a team of 7 Project Managers.•Recipient of the President’s Award for Excellence.

Defined and established Direct Measures of Quality to improve customer satisfaction performance and reduced costs for call centers. Established Vendor Fault Management Process which allowed for tracking vendor performance, downtime, and communication to AT&T stakeholders.

Supported billing operation center employees and exceeded the Direct Measures of Quality mandated by the AT&T Marketing organization. 
 Designed, developed, documented and mechanized a new procedure which significantly reduced the intensive manual bill return process.