Versatile team member working with many different departments within the company including Finance, Revenue Cycle Management, Mergers & Acquisitions, Facilities, and Business Intelligence.• Strategically researched, invested in, orchestrated the construction, and successfully executed the implementation of a CRM, catalyzing the generation of 8 prospective merger leads.• Pioneered the development of an expansive Database encompassing 1,000+ organizations, 2,000+ contacts, and comprehensive HIV/AIDS demographic insights across national markets. Engineered an automated scoring/grading mechanism alongside other multifaceted functionalities.• Planned and operationalized a highly effective National Strategy introductory campaign through email and phone channels, culminating in the acquisition of 4 new mergers within a span of a year.• Collaborated seamlessly with cross-functional experts to scrutinize and assimilate critical external data, facilitating the integration of 6 recently procured/merged entities into day-to-day operations.• Formulated an interactive Financial Model, pivotal in prognosticating and budgeting 7 distinct mergers/acquisitions, yielding a substantial surge of approximately $50 million in annual revenue.• Project Managed a compact team in the execution of 5 distinct Business Intelligence (BI) initiatives, focused on the centralized governance of organizational data.• Conceived and materialized diverse BI visuals and interactive dashboards using Tableau, tailored for consumption by senior executives, fostering more astute data-backed decision-making.• Championed the inception, planning, and proficiency development of a dedicated "Visual Creator Team" composed of 8 subject matter experts, entrusted with the creation of novel BI.• Architected a comprehensive BI SharePoint hub, encompassing critical documentation, Support Ticket Forms, and a live-status BI Systems Dashboard showcasing all datasets.

Key resource on a large-scale IT and Operational government contract worth an estimated $270m to receive, scan, and digitally convert benefits and claims into searchable PDFs via a multitude of technical processes. • Ability to oversee an operation that consists of 4 subcontracted vendors with 500+ staff members, to assure on-time delivery of 288 million digitized images per Period of Performance (PoP) in accordance to key Service Level Agreements.• Contributed to the restructuring of all subcontractor Statement of Works (SOWs) that resulted in an annual savings of ~$1.2m. Negotiated rates for any work that was out of scope of the SOWs, that needed to be performed. • Directed the standup of a new scanning vendor capable of processing 10 million images a month in an attempt to process more monthly images to increase revenues. Held regular meetings to discuss risks and issues for the scanning facility and worked on mitigations accordingly. • Drove tiger teams to resolve issues and to solve any problems to the timelines for the project. Communicated the status of issue resolution with both the customer/stakeholders and corporate management accordingly. • Was a member of contract proposal teams, working with Solution Architects to formulate in depth prototypes and complex solutions to many different project requirements. Engaged in proposal writing, and Request for Information (RFI) question answering. • Briefed executives via reporting on scrum metrics, burn-up and process improvements periodically.• Established several daily communications & weekly status calls with multiple stakeholders to show progress on and important tasks, and the many projects that were being worked (IT and Ops). • Functioned as a Product Owner for one of the larger IT developments on the project that was to track and show status of source materials at any scanning facility on contract.

• Analyzed a variety of unique problems encountered in everyday operations, supply chain, program management, business finances, and/or contracts.• Administered a team of 7 people to detect and solve a number of issues that were resulting in a decrease in overall program quality. With a timeline of a month, we were able to increase quality metrics a little above 10% to hit agreed upon SLA’s going forward. • Competent problem-solver that worked with a number of stakeholders to improve program issues and implemented an issue resolution process flow for the other analysts to follow. This improved overall communications with the customer regarding program issues dramatically. • Requirements gathering and management of Change Requests (CR). Maintained a communication stream with the customer on the progress of the CR tasks and actions. • Worked with development teams and customer on requirements elaboration and user story creation to ensure a quality product/delivery that is tailored to the customer’s needs. • Management of risks and issues of key project deliverables, with effective management of risk registry and mitigation tasks. Lead Risk Review Board meetings to drive mitigation actions and resolution measures for every identified risk and issue. • Developed and refined key initiatives for the project to help drive to improved customer satisfaction scores on performance towards contractual Service Level Agreements.

Crucial member of Earthtool Company’s workforce that implemented many significant initiatives that helped improve company operations. Responsibilities included, but were not limited to:• Independent Validation and Verification (IV&V) of constant inflow of over 1,000 different part numbers, and formation of continuous improvement strategies to increase level of quality and turnaround time (TAT) of product lines. • Supervised approximately 20 floor assemblers and machinists to ensure quality was not inhibiting workflow. Coached and mentored shop employees on total quality management (TQM) initiatives. • Lead communications with ~15 different external vendors and suppliers to communicate quality requirements. Enforced numerous Corrective Action Request (CAR) policies both internally and externally with vendors. Projects Worked on During Employment• Worked in collaboration with Six Sigma Black belts to create a set-up and operations process for a new hydraulic press machine. This included a thorough analysis of all data collected during first-run productions of close to 100 product lines that ran through that machine. The overall project estimated out to $350,000 in costs stemming over 3 months. • Conceptualized and implemented a database that completely digitized collection of all quality data. This allowed for complex quality analysis of product to identify trends and improved quality ~50% companywide.