Becky Reu Email & Phone Number

Greenwood Village, CO

Launched and presides over an enterprise-wide Project Management Office. Responsible for the $30M+ Project Portfolio., capacity and demand planning as well as all aspects of program execution.

Greenwood Village, CO

Boulder, CO

• Engaged in consulting initiatives focused on business performance-based improvements. Consulted across a multitude of industries. Key areas of focus include:
• Utilization of best in class Change Management techniques (ADKAR) enabled lasting results for clients who have provided Transformation Leadership Associates (TLA) with a 98% client satisfaction grade
• Established Program Management activities that streamlined functional efforts reducing rework by 92%
• Mentored on goals achievement by building high-functioning, results-producing teams, reducing turnover by as much as 80%
• Produced results delivery accountability through fact-based, metrics management, increasing decision making capabilities/speed by 70- 80%

Englewood

• Worked with the Executive Council to identify structural expense savings opportunities ($100M/annually). Implemented a structure for program management governance for the company’s strategic programs.
• Rationalized organizational plan and identified and implemented core process restructuring efficiencies which resulted in $106M in 2016 savings
• Led an executive task force which, through strategic right sizing of the organization, achieved 2015 in-year cost reduction target of $20M
• Instituted a Portfolio Management process for the oversight of the corporations’ 19 strategic programs yielding 100% in-year expenditure control
• Created a metrics management methodology that enabled transparent and measurable risk assessment for projects resulting in timely and informed project decisions.

Boulder, CO

• Promoted to create and implement enterprise-wide change management initiative to transform fast-growing, opportunistic, sales organization into mature, efficient company delivering metrics-based financial goals..
• Launched value-stream process structure and globally aligned more than 100 enterprise processes in two years; achieved $12.6 million in combined enterprise cost savings/ revenue enhancement on $2.9 million investment.
• Chaired corporate C-Suite business improvement team
• Implemented common governance structure at corporate headquarters and across four global regions.
• Formed, trained and coached 45 cross-functional teams globally in 18 months; established core curriculum; classroom-trained 500 employees worldwide; launched e-Learning on Continuous Process Improvement (CPI).

Boulder, CO

• Promoted to establish Global Program Management Office. Introduced and led portfolio management process and activities governed by C-Suite. Managed various System Development Life Cycle (SDLC) projects, focusing on.
• Partnered with CIO and COO to overcome increasingly urgent operational issues.
• Established portfolio management process and chaired five member C-Suite team.
• Dramatically improved scheduling, cost and quality outcomes by prioritizing and developing IT resource allocation tool; achieved on-time delivery of project improvement by 75%.
• Identified project management talent and facilitated certification process for five project managers.

• Brought on board to standardize three Asia Pacific distributions centers with historically untrackable and uncontrollable costs.
• Developed distribution/logistics process flows and defined returns process in partnership with IT Department.
• Implemented enterprise carrier integration tool for domestic and foreign freight forwarders reducing costs by 7%.
• Developed global standardization of U.S. Customs documentation reducing error rate by 11%.

Longmont, CO

• Promoted to Corporate Lead-Virtual Design Center (VDC) to introduce the third step in the three-part global initiative focusing on aligning disparate tools globally. Share Leader All Markets (SLAM), Cross-Functional.
• Engaged regional management teams in VDC process focusing on common process, technology deployment, common tools, information access and common organizational structure.
• Transitioned more than 100 non-relational databases into single, failure analysis system; derived multi-million dollar cost savings through greatly improved issue resolution turn-around time, reduction in scrap and.
• Pioneered internal web repository for all global product and technology information; combined data from more than 50 relational databases and streamlined access to information; created single sign-on and single.
• Acted as the engineering executive on corporate IT Portfolio Management Team; developed and implemented efficient prioritization process; five member team prioritized and approved all engineering IT projects on a $150.

Longmont, CO

• Promoted to Corporate Lead for Core Teams initiative designed to establish cross-functional product teams; second step in three-part global organizational strategy still utilized by all Seagate design teams world-wide.
• Fully integrated Core Teams at Longmont, CO design center within twelve months of introduction.
• Developed enterprise Product Approval Committee (PAC) successfully consolidating product planning decisions into single cross-functional, executive, decision-making body responsible for execution of three-year roadmap.
• Appointed as Project Manager for construction of new 450,000 square foot facility costing $85 million; responsible for all aspects of development including management of ten employee teams, delivering the new facility.

Moorpark, CA

• Promoted to Project Lead–Desk Top Division for engineering/operations strategy to implement SLAM which created common set of practices across four design centers within twelve months. Project was first step of.
• Partnered with Ernst & Young consultants to build road map for “lean” organizational structures and processes.
• Worked with CTO and COO to plan and execute twice-annual world-wide executive strategic planning meetings to improve teamwork and communications across divisions; developed activities, team building events and.
• Effort resulted in single drive development process improving Seagate’s position with key OEMs into a first vendor selected result; achieved through improved TTM, TT-Cost and TT-Quality metrics.

Moorpark, CA

Oversaw HR, compliance, security, environmental health and safety and facilities management functions for Seagate’s Simi Valley, CA design center. Leveraged increasing training in negotiating, conflict resolution and coaching skills to coordinate post-merger workforce integration and reductions in force actions for four domestic design centers subsequent.

Woodland Hills, CA

Managed compliance and full HR functions for wholly-owned subsidiary of Westinghouse Broadcasting. Represented studio as chief contract negotiation for five labor unions including Screen Actors Guild (SAG), Directors Guild of America (DGA) and Screen Cartoonists Guild (SCG). Negotiated and extended unemployment, job training and educational benefits for.

Management And Leadership

Attending “Understanding and Solving Complex Business Problems”

Bachelor'S Degree, Business

Education record