Strategic Leadership: Led cross-functional teams in successfully executing over 30 critical engagements for Humana's CEO and the executive leadership team. These engagements included in-depth analysis of growth strategies, evaluation of acquisition and divestiture opportunities, developing new operating models to meet strategic objectives, formulating enterprise and business segment strategies, and informing strategic decisions. These efforts resulted in a $50 million reduction in outside consultancy expenses.Talent Development: Developed and implemented a comprehensive training program for my team. This program expanded the team's capacity, elevating the annual strategic engagement count from 9 to 30, representing an increase of 233% over two years. The program's success led Corporate Strategy's internal consulting team to adopt my training playbook for its 40 associates consisting of Directors, Leads, Consultants, and Analysts.Cultural Advancement: Conceived and led the annual "All-Hands" Corporate Strategy event for two consecutive years, which brought together over 70 associates in Louisville, KY for two days. This gathering served as a platform to retrospect the year's achievements, deliberate on C-Suite and Board priorities, and chart a course for the upcoming year.

Recognized with the prestigious Wells Fargo Enterprise Innovation Award for developing a Process Value Chain tool rooted in lean Six Sigma principles. This groundbreaking tool supported the comprehensive assessments of 35 distinct business units and functional areas, culminating in the formulation of a transformative customer-centric operating model.Functioned as a trusted advisor to five Executive Vice President business unit leaders by actively monitoring and communicating critical trends pertaining to banking, customer enhancement, cost optimization, and risk mitigation. My role extended to providing actionable insights and recommendations that informed strategic decision-making.Developed a Robotic Process Automation (RPA) strategy for the Operations Division. This strategic initiative encompassed an evaluation of internal capabilities, the creation of an agile operating model, developing a multi-year roadmap, and identifying a $2.6 million opportunity portfolio.Led a dynamic portfolio of six business improvement strategy projects, orchestrating the end-to-end process from due diligence to the execution of actionable recommendations. This included driving cost optimization, developing operating model transformations, and spearheading process improvement initiatives. I also designed and managed roadmap timelines while tracking and reporting team progress throughout the engagement.Engineered an Excel model that improved the forecasting accuracy of over 270 Estate Care Center team members across four distinct time zones. The model ensured a seamless alignment of resources to meet fluctuating processing and contact center demands, ultimately enhancing operational efficiency.

Merger Integration Lead ($13 Billion Hospitality Client)Led due diligence efforts for the client’s digital operations senior executives by analyzing the internal capabilities of the merging companies and developing recommendations on the future operating model Assisted the client’s senior management team with the merger integration activities by coordinating information sharing, preparing executive presentations, supervising integration meetings, and analyzing company information to support strategic decision makingProduct Management ($13 Billion Hospitality Client)Led team to support the integration of a 3rd party analytics software by updating the distribution strategy, creating a new program governance structure, performing end user testing, training team members across five international regions, and developing corporate/regional and property level communication to support the tools rollout across 6,000 properties.Created an excel model to measure the effectiveness of a vendors scanning algorithm, which improved the algorithm’s effectiveness from 80% to 95%. Capital Expenditure (CapEx) Process Lead ($13 Billion Hospitality Client)Conducted an operations assessment and developed recommendations for the CapEx process, which improved the client’s North American compliance metric from 74 to 85%.Strategic Planning Lead ($13 Billion Hospitality Client)Worked with 20 executives across Digital, Sales & Revenue Management, Demand & Distribution Management, Global Marketing, Global Operations, Finance and IT to collect and synthesize strategic plans into an enterprise digital strategic roadmap.Strategy Practice DevelopmentCollaborated with the West Coast Vice President to create a digital maturity assessment, which two clients (i.e. Technology and Consumer Product) used to achieve their digital transformation strategic objectives.

Strategy Practice DevelopmentDeveloped the strategic insight asset which analyzed 21 external and 25 internal client data points to identify strategic transformation and growth opportunities by assessing the competitor’s performance landscape, key economic drivers and alignment of operating capabilities.Managed five clients at the account and project levels to position TCS as a trusted advisor in strategy development and implementation of business transformation and growth opportunities. Operating Model Assessment Lead($57 Billion Chemical Client)Analyzed industry trends and the client’s infrastructure capabilities to develop recommendations concerning a future state operating model for the company’s five shared service centers, which resulted in $14 million in cost savings.

Led the creation of six divisional owners (VP level and above) budgets systematically from the ground up, which enabled the identification and realization of $31.7M in cost savings.Developed key performance indicators used in 2010 benchmarking and financial analysis to identify cost reduction opportunities for Zero Based Budgeting initiatives.

Developed a product dump report that retrieved information from two Oracle tables and an Excel spreadsheet using VBA, which reduce the amount of beer dumped annually by 7%.Designed and implemented an import distribution strategy that led to an estimated annualized cost savings of $336,000.

Established and executed a cost reduction program, resulting in an annual savings of $20K, and reduced fabrication time for a support structure from six days to one.

Acted as the second-in-command for a finance detachment consisting of 150 soldiers, which included managing the day-to-day operational duties (e.g., staff meetings, personnel), and strategic planning tasks (e.g., training cycle, monthly/quarterly planning meetings, etc.). Streamlined and restructured required in-processing procedures, greatly improving accuracy in tracking personal payroll and benefits accounts for personnel returning from a 15-month Iraqi deployment.

Recruited and managed four foreign national contractors by assigning work based on each strenghts to ensure rapid construction of military unit living areas and key Iraqi infrastructure.

Awarded Bronze StarEarned Bronze Star for leading squads (consisting of 42 soldiers) and four heavy tracked vehicle teams to repel several attacks from Iraqi Para-military forces while clearing an agricultural equipment factory, destroying weapons and ammunition stockpiles.Managed large capital projects ($250K or greater) to support the “hearts and mind” mission in Iraqi, which consisted of prioritizing and allocating funding and balancing battalion and local assets to ensure successful completion of projects.