o Manage end-to-end order to cash process for Financial Services Industry (approximate monthly billing of $11M). Ensure all engagements stay within budget as well as compliant with Microsoft audit standards.o North America leader of Billing & Invoice Delivery RCL Team. Team transitions all US, Latin America, and Canadian billing to new SAP system (approximately $75M monthly). This effort involves partnering with engineering to troubleshoot system issues to enable automated billing and revenue recognition, along with creating detailed process documentation and training for all impacted stakeholders.o Piloted the Tiering Threshold Operating model in the US to eliminate operational touchpoints in the contract validation process and proactively engage operations in the sales pipeline to ensure high deal velocity.o US leader of CP Decommissioning Global Team. This effort includes managing the global deal tracker to ensure complete engagement migration from CP to SAP and troubleshooting engagement closure blockers.o Operational lead on cross-functional initiative to develop the “Enterprise Services Work Order” which combines Consulting and Support Services into one contract, becoming the standard Microsoft Services contract.o Partner with finance to ensure proper revenue recognition and deferment at the engagement level based on the different work types delivered, ensuring accurate financial reporting.o Perform postmortem analysis on US audit failures to ensure proper remediation and process documentation. o Create reporting and training for KPI improvement efforts to identify failure drivers and educated stakeholders.

Compounding Supervisor Responsible for overseeing over eighteen resources throughout the weighing, blending, and granulation process of tablet manufacturing. ● Supervised the “Blue Shift”, which consistently had the highest output out of all compounding shifts. ● Participated as the team leader in a manufacturing Kaizen event to reduce specific product cleaning time from an average of 70 hours per clean to 6 hours per clean, saving the company approximately 1.8 million USD dollars annually.● Developed KPIs so operators could better understand business practices and set personal goals. ● Created “Quality Time” meetings where employees pitched process and safety improvement ideas, many of which were put into practice. Operations Analyst/Plant Scheduler Responsible for planning all aspects of plant manufacturing from weighing raw materials to packaging finished product. ● Maintained the detailed production schedule and associated manufacturing work orders. ● Utilized Excel to identify manufacturing bottlenecks and improve the schedule process by creating a pull system to efficiently schedule constraints. ● Influenced production through scheduling to increase production by over 100 million finished tablets per month. ● Focused on constantly reducing finished product cycle time (reduced cycle time from an average of over 30 days in 2010 to the lowest cycle time in 2011 of 18 days). ● Entered all manufacturing and packaging work orders into ERP system, MAPIX. ● Monitored all material stock levels through MAPIX and worked closely with the Master Scheduler to only schedule production batches that materials were available for.

PFIZER, INC. Greenwood, SC January 2010 – May 2010Operations Management Consultant • Implemented Six-Sigma strategies to create a cost savings of over $100,000 in testing cost. • Developed a consolidated spreadsheet combining over 6 different spreadsheets into one easy to use and navigate Master Spreadsheet.• Used collected data on thousands of raw materials to implement new inventory safety stock measures.• Used Lean Six-Sigma practices to reduced lead time, deviations, and rejections for capsule manufacturing.