• Started / led new Knowledge Management (KM) team for Bravura Inc. contract with United States Army Reserve Command Headquarters serving as Program Manager.o Created deliverables planning / tracking tool to ensure PWS compliance.o Created user coms style guidelines to enhance communications.o Created analysis / mitigation plans.o Oversaw contract personnel / performance versus contract. Provided Lean Six Sigma / CMMI expertise to defense contractors / consultants.Provided external Quality Assurance (QA) Audit Program to NOAA contractor working toward CMMI maturity level two. Audit report included value-added best practice recommendations.Provided Change Management expertise to United States Air Force program adopting Service Parts Management (SPM) software from PTC for logistics planning and management. * Mentored Air Force staff on the ADKAR (Awareness, Desire, Knowledge, Ability, and Reinforcement) change model and its use. * Edited service-wide newsletters, videos, briefings, and presentations designed to build awareness of need for change. Worked to improve insurance client’s Medicare Part B Web Provider Enrollment Process.­ * Documented, analyzed, and re-engineered Provider Enrollment process allowing over 50% reduction in costs.­ * Authored Value Stream Maps for current and future state process based on findings from Gemba Walk, SIPOC, White Space, and Throughput Yield. Prioritized process improvement efforts. *­ Guided process improvement team to create streamlined processes to reduce costs.­ * Created process models, descriptions, SIPOC diagrams using IBM Blueworks Live while also creating work instructions, job aides, and best practices to reinforce new processes. Designed trend analysis / performance reports to enhance management.­ * Created staffing and productivity models / standards to take advantage of efficiencies from new lean Medicare Part B Web Provider Enrollment Process and management.

Enabled organizational maturity by supplying organizational change management and process improvement expertise to the United States Transportation Command (USTRANSCOM).Authored customized change management procedures and tools to standardize and improve process training and execution.Engaged senior level military and government customers to create and execute change management plans and schedules as well as drive process improvements.

Provide change management expertise to Air Force program adopting Service Parts Management (SPM) software from PTC for logistics planning and management.­ - Mentor Air Force staff on ADKAR (Awareness, Desire, Knowledge, Ability, and Reinforcement) change model to enable organizational change management (OCM).­ - Mentor Air Force staff on project management, meeting management, and scheduling best practices in order to maximize OCM team efficiencies.­ - Edit service-wide newsletters, videos, briefings, surveys, and presentations designed to build awareness of need for (and to increase propensity for) adopting new system.­ - Create surveys to measure employee opinions related to upcoming changes.­ - Highlight key risks to project success and suggested mitigations to enable robust project performance.­ - Research OCM topics to provide requested information to client.­ - Assisted in creating/standing up help desk supporting SPM software and new ways to do logistical planning.

Effectively coached project staff on Measurement & Analysis techniques to enable process baseline creation and measuring process performance using Excel & Minitab.Successfully worked with Quality Office team and Project Managers to facilitate / accelerate project startups via Accelerated Delivery Planning (ADP) collaborative planning sessions.Mentored software / service delivery projects in implementing tailored organization standard processes and best practices to maximize / better manage project performance.Ably served as appraisal team member on CMMI Maturity Level 5 SCAMPI C appraisal to gauge project progress toward CMMI Maturity Level 3. SCAMPI is the Standard CMMI Appraisal Method for Process Improvement.

Successfully coached cross-functional project teams to CMMI Maturity Level 3 rating.Aptly served as external Quality Assurance auditor to verify client’s CMMI compliance.Ably served as Lead Black Belt for series of Lean Six Sigma (LSS) projects, taking over projects to free up client Black Belt. Improved quality / efficiency of logistics, procurement, and configuration management processes.Smoothly teamed with Lead Appraiser performing CMMI SCAMPI A appraisal to determine organization’s CMMI Maturity Level.Successfully served as LSS Black Belt for client’s Software Development Value Stream event to initially document value stream and note process improvement opportunities. Skillfully led integrated cross-functional team of onsite and remote client staff and contractors.Expertly served as Senior Process Improvement Consultant on Knowledge Management Study for U.S. Navy COMSIXTHFLT Maritime Operations Center (MOC) / Fleet Command Center (FCC) in Naples, Italy. Led process improvement team that analyzed data to streamline work / information flows associated with planning and operations.

Expertly coached client’s process team and management to CMMI Maturity Level 3 rating.Excelled at Carnegie Mellon University’s Software Engineering Institute’s (SEI) Intermediate Concepts of CMMI Version 1.2 training, scoring 100% on cumulative exam.Seamlessly teamed with Lead Appraisers performing seven CMMI SCAMPI A, B, and C appraisals to gauge / determine CMMI Maturity Level for organizations in different industries.Selected as first contractor allowed to attend client’s Lean Six Sigma Black Belt Training program (U.S. Navy’s version). Successfully completed, scoring 98.3% on final exam.Appointed ARINC Charleston’s Lean Six Sigma Master Black Belt to lead all LSS activities.Actively led client’s LSS projects (as Black Belt) to free up client staff. Projects related to:* Streamlined CMMI adoption and project planning.* Value stream mapping of Acquisition, Logistics, and Engineering value streams.* Airport Radar Placement.Expertly served as LSS Black Belt consultant, mentoring client’s Black Belts and Green Belts to increase their skill level and to help them overcome obstacles to their project’s success.Appointed to ARINC’s Quality Assurance (QA) Group to design and conduct project / program audits. Served as QA auditor verifying process compliance to ensure high quality. Audits included: design reviews, requirements traceability, peer reviews, QA plans, project / software development plans, system test plans, life cycle fidelity, and configuration management.Worked closely with client’s QA director as QA consultant on multi-disciplinary improvement projects including: enhanced QA training materials, quality survey trending analysis, and incorporating CMMI best business practices into program reviews / value streams.

Created client’s first Quality Management System (QMS) based on ISO 9001 & CMMI to standardize processes and institutionalize a systems approach to managing quality. Focused on Lean Manufacturing & processes related to manufacturing and warehousing.Creatively designed, implemented, and managed content for client’s Process Improvement web portal to help implement / institutionalize QMS.Regularly served as QMS lead auditor after passing ISO 9001:2000 lead auditor exam.Skillfully advised client’s management on cross-functional project management tools to augment techniques available to client management for better project / program management.

Selected as Lean Six Sigma (LSS) Kaizen team leader for ISO 9001 certified facility. Carefully focused on business process re-engineering, identifying / removing non value-added activities from engineering, manufacturing, service, and transaction processes.Actively supported change management, lean processes, lean manufacturing, one-piece flow, and variability reduction in manufacturing, logistics, and office areas.Facilitated shop floor, model creation, 3P, logistics, documentation, and business process (e.g., transaction) Kaizen events. Topics included: Billing Approvals / Collections, Creating Min / Max Service Part Levels, Product Development, and Resource Model Creation / Use.Led / collaborated on 11 cross-functional improvement teams that exceeded goals.Created Kanban material system that reduced inventory 62%.Successfully led and managed many cross-functional teams. Developed and implemented IT systems (e.g., transactional, reporting, batch) using various systems development life cycles.