Manages a team of 11, including 7 business intelligence developers, 2 dedicated data engineers, and 2 external consultants. Proactively guides and supports the team through ~120 operational requests per/month. Acts as the dedicated Product Manager for strategic projects by providing the product vision, key objectives, and overall direction within the SAFe/Agile framework. Holds intentional 1:1’s, team meetings, watercoolers, daily standups, skill development conversations, and in-person gatherings to build stronger working relationships and camaraderie within the team. Some Key Accomplishments:● Directed and oversaw significant integration efforts of legacy reporting mechanisms from Peoplesoft to Workday ERP environments, effectively going from 44,000+ workers to 90,000+ workers. ● Governed migration and conversion of external data from an on-premise Oracle database to a cloud Snowflake database, which improved query execution and performance by 1100%. ● Monitored and audited the deployment of a $55M nursing retention bonus program, capturing $2.4M through cost recovery efforts.● Provided oversight to 14 external data submissions for organizational benchmark comparison, improvement opportunity, and select award recognition.

I strategically measured, proactively improved, and clearly monitored key performance indicators for supplier on-time delivery, supplier quality, customer delivery, and customer quality across a supply base exceeding $700+ million of spend annually. I created visibility of supplier material pricing audits to identify outliers and irregularities of manual pricing updates. I also benchmarked supply chain risk by applying best-in-class supplier segmentation research and analysis against existing supply base.Some Key Accomplishments Includes:• Gathering advisory support and consulting with operational leadership and functional experts, resulting in an on-time delivery improvement of 4.5% and supplier quality defect parts per million improvement of 61% (405 PPM).• Digitizing existing manual supplier scorecards into a fully accessible and autonomous visualization in the cloud, repurposing one full-time employee role, and allowing 260 employees and 340+ suppliers to continuously monitor gaps in performance.• Identifying 324 manual pricing updates totaling $13.1 million+ in material costs, requiring review and further action for potential reimbursement.• Mitigating risk of supply chains by ensuring comprehensive material group strategy reviews, establishing annual goal setting, and contingency planning for 20% of the supply base.• Managing 45+ prioritized improvement requests with IT SAP BW team, which provided clear business value, use case, and technical information.• Selected as 'Data Doctor' within the organization for displaying data visualization expertise within the internal user community, which has grown from 18 point of view users to over 980 active Tableau users.

In this role, I facilitated 75+ business-driven changes in employee demographics, transfers, terminations, benefits, and PTO content. Improved succession and pipeline planning transparency, as well as automated TB/Flu compliance tracking for 23,000+ employees. Identified excess hours of non-exempt employees through agile methods. I also researched, shared, and discussed data strategy, data design, and deployment principles with peers, leadership, and cross-functional teams.Some Key Accomplishments Includes:• Achieving stipend reductions of $80,000+ annually through data visualization and analysis.• Gaining 100% TB/Flu compliance across a complex organization.• Providing time-clock rounding recommendations with potential cost savings of $3.5 million+ annually.

As lead analyst, I delivered an optimized data warehouse model of patient survey results ahead of schedule and below budget. Conducted genchi genbutsu (go and see) at gemba (actual places) with clinical staff, business leaders, and process engineers to improve the overall patient experience. I also trained a team of analysts on survey set-up processes, standard work, and prioritization of key analytical initiatives.Some Key Accomplishments Includes:• Implementing email surveys across the delivery systems, resulting in a $174,000 annual reduction in paper use and a 52% increase in response rate.• Automated monthly and daily operational reporting to inpatient and outpatient patient locations, which resulted in reallocation of 20+ employee hours to additional responsibilities.• Negotiating and consolidating 9 individual contracts into one contract, saving $146,000 per year.

As reporting analyst, my role was to actively develop automated pushed reporting for front-line billing staff to improve cash flow. I built dynamic visual management boards to share financial information with professional billing office leadership for timely decision making. I also collaborated with electronic medical record contractors to add additional data availability for user workflow user actions in the claim approval process.Some Key Accomplishments Includes:• Reducing AR days to collect by 5.2 days, resulting in a market benchmark of 28.4 days.• Achieving a 2% decrease in claims denial rates, through root cause analysis.• Increasing overall claim processing productivity by 28%

• Investigated root cause analysis of 350+ unpaid provider invoices totaling $7.2M+; settled payments with client and established streamlined processes that reduced AP days to pay by 22%• Aggressively reviewed late payment interest regulations; automated interest calculation and realized annual cost savings of $21,000+ / cost avoidance of $110,000+• Moderated global teleconferences with 110 shipping offices and 960 suppliers; documented 180+ business rule clarifications and improved initial submission payment success from 65% to 78%• Inaugural IBM value-add client award recipient; promoted to client team lead

• Created supplier part Poka-yoke drawing inspection process for quality engineers; 97% completion rate and reduction in quality PPM by 37%• Initiated three critical supplier Gemba visits to review delivery issues on Andon whiteboards; proposed process countermeasures to reduce late orders• Participated in global, cross-functional meetings to order urgent replacement parts, discuss design iterations and development timelines• Out of 45+ interns, selected to chauffeur Michigan Governor Jennifer Granholm during TTC grand opening