Co-founded Burgess-Miller Ventures in order to assess, acquire, and operate senior living facilities in the Midwest markets. Responsible for middle and back office process and technology consolidation of the platform, as well as fundraising and all acquisition processes.

Private Equity Portfolio Work:- Led the assessment, design, and implementation of predictive data science tools for a multi-billion dollar insurance carrier to aid in making better pricing and underwriting decisions, claims management, and executive reporting. The data science tools are expected to increase EBITDA by more than $42mm annually once fully implemented. This will position the carrier as one of the leading data-driven underwriting organizations in the US.

Transformation Work:- MTA / New York City Transit / Partnership for NYC -- Redesigned the processes, technology, governance, revenue models, and organization to allow the NYC Real Estate Developer community to better work with the MTA. These changes converted the 'Outside Projects' department from a cost- to a profit-center, allowing for better controls, invoicing, digital and simplified building design reviews, inspection cadences, and interactions with other city departments. In exchange for application fees and direct billing, Developers now have greater control of construction schedules, protection from scope creep or changing specifications, and realize greater than 75% time and cost savings due to elimination of wasteful or antiquated processes. WIN-WIN for the MTA and its PartnersPrivate Equity Portfolio Work:- Re-imagined the operating model of a behavioral healthcare company to enable it to efficiently scale from $75mm to $250mm in 3 years. Critical to the transformation was stabilizing the platform, while also helping to develop and execute integration and de novo playbooks. Considering same YoY patient census, the company should more than double it's EBITDA from 9.8 to 20.2% as a result of the changes to processes, implementation of enterprise assets (CRM, data warehouse, workflows, capacity models, on-call programs, HRIS), and use of RPA, self-service portals, and patient/employee accountability methods.Bank Mergers and Acquisitions:- Integrated two $1.5B Midwest Credit Unions through a complex Merger of Equals structure that involved charter conversions, mass card re-issues, and large volume increases to the back and middle offices.

Private Equity Portfolio Work:- Completely ground-up re-engineered the operating model of a home healthcare company to enable it to efficiently scale from $200mm to $700mm in 5 years, while meeting critical new Medicare regulations. Included implementation of RPA, core platforms, and ancillary solutions to support net new processes, roles and responsibilities.Bank Mergers and Acquisitions:- Merged $5B and $3B community banks post-LOI to include integration planning and execution for legal and operational milestones day 1. Leveraged lean methodologies to uncover additional operational synergies above the stated 20% target.- Integrated a $1B community bank into a $10B community bank through branch conversions and functional tuck-ins. - Deployed an IMO toolkit to an $8B community bank and advised / supported the integration of a $1B community bank to build the M&A capabilities within the client.Customer Experience Transformation:Helped a $20B Regional Bank completely transform the way they look at commercial and small business clients. By pivoting away from traditional client segments, the bank now focuses on their clients' decision making complexity, as well as behaviors and motivations. A detailed analytic exercise allowed us to hone in on key traits and re-segment their client base into 9 core clusters. The bank can now tailor their engagement models based on the type of individual they are working with, as opposed to size of the relationship.Process Re-engineering:Redesigned the Client Onboarding and Servicing experience for the Treasury Management and Payment Services functions of a $250B super regional commercial and retail bank. By envisioning the new Client Journey, we helped the bank to streamline their operating model through targeted improvements and a multi-year technology implementation; the bank will leverage standard processes to deliver a tailored experience with 50-80% reductions in manual or redundant activities.

Private Equity Portfolio Work:- Transformed the operating model for a leading energy savings program administrator, saving greater than 20% of their cost base YOY. By analyzing their current processes and delivery models, we were able to develop a single, streamlined approach that allowed them to retire their legacy technology footprint and move forward on a single platform, with standard processes and methods.- Managed a data migration effort to support a $1B deal between two of the largest players in industrial paper manufacturing to address data content, table structure, standard data entry, data quality, and migration strategy. Used the new MDM design to develop future-state IT roadmap by partnering with the business to uncover new desired functionalities.Card and Payments:- Helped to develop and implement a new customer-centric business model within a global credit card issuer. Created a solution to pull together the Operations and CX teams to only chase projects and incident remediation that impact both the business and the customer alike, essentially creating a "double-dip" effect with the client's strategic investment dollars. #LeanCXPersonal Lines Insurance:- Conducted a large scale data and IT integration for a leading global property and casualty insurance firm that addressed Customer Experience (User Interface design, Usability for their agents) to make it easier to conduct business with the company and influence independent agents to use the client's platform first- Facilitated a data householding project to support the platform design and enable next-generation capabilities to put the insurer back at the front of innovation in the industry (predictive features, next best action, loss avoidance, etc.)Frequently tapped to participate in Operational, as well as IT due diligence with our Merger and Acquisition team

Workforce Optimization (Retail, Distribution)- Redesigned and standardized processes to aid in associate effectiveness, eliminate non-value adding activities, and create sustainable workforce scheduling through the creation of comprehensive labor standard models for the world's largest retailer- Performed analysis on facility design to reduce waste due to equipment travel, waiting, and excess movement which led to full 'Truck-to-Trunk' store enhancements in the retailer's small-store format - Developed and maintained discrete labor standards using WMP's demand tool FLEXdls for some of the nation's largest food distributors. Using the facility's unique processes and equipment, and each case's unique physical, geographical, and customer characteristics, labor schedules and performance are calculated in real-time to provide the company a best-in-class tool for workforce management.

Sears Optical (Retail)LensCrafters (Job Shop Manufacturing)Oakley (Accounts Payable)Sunglass Hut (Labor Demand and Scheduling)-Lead a Lean Six Sigma Belt project with savings of $1.5MM+ annually; Field Management System Redesign for Sears Optical; Customer return rate for eyewear was >25% due to poor initial consultative processes (manufacturing exceeded 99% accuracy), redefined spec limits and thresholds and have seen a 41% reduction in out-of-spec performance (reduction in returns of eyewear for re-makes)-Developed store performance reports to baseline Sears’ total performance by category, collection, and brand and improve sku movement and buyer efficiency-Reorganization of Oakley Accounting department including relocation and ground-up process redesign, which allowed for over 1m invoices to be processed centrally each year and reduced non-payment and on-hold vendors-Organized cross-branded leaders to form “Task Force” to streamline language and processes across brands to address inventory, manufacturing, and sales issues- LensCrafters time study of in-store labs seeking to continue offering "Lenses in an Hour" while adding additional lens attribute processes

Worked closely with suppliers to maintain and reduce onhand inventory, keep projects on track.Scheduled activities and material to meet customer demand on projects, repairs, and spare parts orders.Redesigned/ co-wrote the new supplier evaluation forms to reduce time spent filling out forms, increase visibility of problems, and automate report generation.Worked with ISO 9000 team to standardize work practices to reduce errors and decrease retrain/ cross-train time.