Built and led a world-class team, supporting CVS's Pharmacy Benefits Management (PBM) Finance organization with a variety of strategic capabilities including Process Improvement/Operational Excellence, Data & Analytics, Automation, Program / Project Management, Learning & Development, Customer Transformation, Capacity Planning, and financial systems modernization. Was also OKRs champion, responsible for the PBM Finance-wide deployment of Objectives & Key Results (OKR) goal-setting methodology.

Helped Private Equity firms drive operations, value creation, & EBITDA improvement within their portfolio companies. Engagements have included interim leadership roles, Merger/Acquisition/Carve-out diligence and execution, and identifying significant cost reduction opportunities. Highlights include:• Served as Interim General Manager for a $350M provider of fixtures, acrylic trays, and components for the luxury cosmetics industry, charged with turning around operations / delivery. Led a team of > 100 employees at this PE portfolio company spread across Project Management, New Store Coordination, Data Analysis, Inventory Management, Customer Service, and Production. Restructured organization and built out scalable org model supported by strong shared services, tight processes, new communication tools, and strong SLAs both internally and with the client.• Built Value Creation Office for $275M source-to-pay SAAS provider, charged with identifying & driving critical initiatives to achieve aggressive revenue targets.• Designed and deployed a Transformation Office / PMO for a large multinational manufacturing portfolio company. • Identified $100M in SG&A cost takeout opportunity for a $5B provider of recycling services for metals, electronics, and other waste. Conducted a complete review & rebuild of the organizational structure which included over 4,700 employees. Key focus areas included significant delayering of leadership structure, driving towards a global functional-based model as opposed to a GM/geographic-based model and conducting strategic sourcing on select categories across their global footprint.• Performed diligence on a potential acquisition for a $60M provider of Electronic Medical Records & Revenue Cycle Management services. Identified $16M in EBIDTA synergy opportunities, a 117% improvement vs. base EBITDA.

My first 4 years at SSA & Company were focused on helping companies in the Finance, Insurance, and Retail sectors improve profitability, mitigate risk, and improve customer service. I ultimately transitioned into the Private Equity practice, helping Private equity firms improve operations and drive EBITDA within their portfolio companies. Leveraging my background as a Lean Six Sigma Master Black Belt, I developed expertise in deploying rapid & sustainable change within services / transactional environments. Selected engagements include:• Led operations in an interim capacity for a $40M provider of medical surveys. Over the course of 6 months, made multiple improvements at this PE portfolio company including strengthening the collaboration between sales and service and redefining how the organization services customers. Supported by heavy analytics and the creation of lean work cells utilizing heavy visual management, the changes decreased turnaround time for customer servicing from an average of 56 days to under 10 days and significantly decreased customer attrition. • Managed a team of 12 consultants over the course of 18 months working a portfolio of projects for a $16B retailer of office supplies across their Merchandising, Pricing, Promotions, and Supply Chain groups. Engagements resulted in a $90M improvement in sales & a $42M improvement in margin. • Led a series of projects for the service and support call center of a Fortune 50 insurance company, focused on reducing average handle time, improving first call resolution, and minimizing the amount of non-critical off-phone time. These initiatives included conducting in-depth analysis and improvements in the claims processing area and culminated with multiple Kaizen events which yielded $3.6M in savings and significantly improved customer satisfaction. • Redesigned pricing & discounting model for a $50M consumer goods PE portfolio company, resulting in an EBITDA improvement of $1.2M.

Part of the Lean Six Sigma Consulting practice, I worked with a variety of clients in a wide range of industries, helping them to deploy Operational Excellence. Some selected engagements include:• Led a Lean Six Sigma project for a leading rental car company, helping to reduce lead time for processing invoices from 33 days to under 5 days resulting in over $750K in annualized savings. • Performed due diligence and helped develop plan for the integration of two large Canadian airline maintenance facilities, including layout redesign, work sequencing, and process re-engineering.• Led an assessment for a large US-based airline focusing on the aircraft cleaning process, identifying over $25mm in savings across their fleet.• Assisted a fortune 1000 car rental company in architecting and deploying an enterprise-wide Lean Six Sigma initiative, coaching executives on proper rollout cadence, change management techniques, and project selection.• Led a project for a leading Medivac Helicopter provider to decrease the amount of time to perform a records audit on an aircraft, helping to avoid potential FAA compliance issues, resulting in a 27% reduction in audit time and a savings of over $500K.

Responsible for building a Lean Six Sigma organization from the ground up. My team oversaw all Lean Six Sigma deployment activities including Green and Black Belt training curriculum development and delivery, Black Belt project identification and execution, Green and Black Belt mentoring, and Kaizen Event planning and facilitation. In addition to these responsibilities, I served as a change agent communicating the benefits of Lean Six Sigma and ensuring buy-in throughout all levels of the organization.