Renewal by Anderson (RbA) is the replacement window division of Andersen Corporation. They specialize in custom-made, energy-efficient replacement windows. The RbA Retail Transformation Team manages all retail facing projects to increase revenue, operational efficiencies, and improve customer and retail experience. As a consultant leading the Retail facing efforts of a $34 million budget project, I managed timelines, prioritization, scope, decisions, risks, and coordinated efforts across 14 business areas and >17 IT teams to add the best performing entry door line in the industry to the RbA Product portfolio.Responsibilities: • Drive efforts with Project Sponsors, Key Stakeholders, Business Product Managers, IT Product Owners, and other Business Leaders on prioritization of all efforts• Escalation of issues at project team level to appropriate Leadership levelo Decisions, scope changes, risk management, resolution of resource gaps• Direction and oversight of Business Analysts and Test Coordinators• Lead Backlog Refinement sessions• Management of all stages of developmento Development Readiness: Requirements – Architecture Review & Design – Sizing – Test Plans – Change Mgmto Development Tracking: Resolving blockers – tracking dependencies – functional testingo Post Development Efforts: End to End systems testing – production validation – Change Mgmt executionResults / Accomplishments:• Achieved a 178% increase in work committed to and delivered on time by leading a team of Managers to implement a modified version of Scaled Agile• Created and implemented:o A delivery process to provide a clear path from idea to delivered value and alignment on the roles and responsibilities between the Business and IT to streamline resultso End to End Business testing and data validation processeso A backlog tracking tool with over 500 features to connect status, delivery teams, timing, and releases Assisted with migration of the tool into a custom JIRA board

Xcel Energy is a public utility company providing energy, gas, and services in 9 states. Business Systems’ role is to meet technology needs, mitigate corporate security risks and advance business operations through the innovative use of technology and data. As a consultant managing a $4 million budget I built and delivered a backlog of work for 23 SAP Continuous Improvement projects, managed cross business prioritization, and ramped up 3 scrum teams to build out the SAP Business Data Warehouse and provide reporting, scorecard, and dashboard solutions to meet regulary requirements and aid the business in making financial and strategic decisions to improve performance.Responsibilities: • Obtain approvals for business case, scope, and timelines• Create and manage resource plan and scope for 3 scrum teams and perform scrum master role for 2 teams o On boarding and oversight of 38 project resources o Manage team capacity and fill resource gaps• Manage SOW’s and relationships with 3 vendors • Maintain sprint and release schedules, stage gate reviews, and progress reports o Communication with leadership and stakeholders across 5 business units• Ensure testing and appropriate documentation happen at the right stages of development• Ensure Change Management communication and training plans are in place for all releases • Lead Scrum of Scrums meetings to manage cross team dependencies and communication between teams• Utilize Rational tool to maintain a prioritized backlog and sprint commitments• Facilitate Agile ceremonies• Protect team from external distractions and remove productivity obstaclesResults / Accomplishments:• Reduced project costs by over $1 million by replacing a solutions consulting company with an internal team • Significantly improved customer satisfaction• Split 23 Improvement initiatives into 96 releases to provide value sooner to the business• Improved release timing from quarterly to “as ready”

Medtronic is a global leader in medical technology, services, and solutions. The CareLink Network is an industry leading remote monitoring system and is compatible with 99% of Medtronic devices. As an EPMO consultant managing Global IT’s $6 million section of a $36 million-dollar agile project I managed multiple scrum teams to maintain the scope, schedule, quality, and budget to move this application to the cloud. Responsibilities: • Create Agile framework and strategy to meet quality, cost and schedule o Project charter, budget, etc.. o Staff and on-board team members for 5 cross-functional scrum teams• Manage vendor relationships• Identify and mitigate risks• Create and maintain project schedule, stage gate reviews, and progress reports• Management of all project phases and deliverables utilizing Agile / Scrum project methodology o Including Architecture, Infrastructure, Testing, and Operational support plans• Manage cross team dependencies• Maintain a prioritized backlog• Facilitate Agile ceremonies (Backlog grooming, sprint planning, daily stand-up meetings, demo’s, and retrospectives)• Protect team from external distractions and remove productivity obstacles• Manage team capacity and fill resource gaps• Create release plans and ensure readiness reviews are completedAbove and Beyond Results:• Led cross-functional teams to identify and implement changes in security / architecture needed to protect patient health information (PHI) data in the cloud and meet FDA and HIPAA requirements• Performed role of Agile coach / mentor for all team members• Added value to all future releases by delivering automation, use cases, and data flows• Assisted team with removing roadblocks and enabled them to consistently improve velocity• Set strategic direction for automated testing that reduced test time by over 4 weeks• Avoided severe timing delays by working with external teams to proactively identify and resolve issues

Contracting company for Merrill Corporation and Wells Fargo Assignments

Wells Fargo is one of the nation’s largest financial institutions with team members in 42 countries and territories who rely on fast and reliable viewing of documents to serve over 72 million customers. As a project manager for upgrading the standard document viewer and program manager for all document viewing improvement initiatives, I significantly improved viewing speed, reliability, and experience for these team members working within 17 business units across the globe.Overview:• Managed a $2 million software upgrade project impacting >50,000 user desktops• Managed Program with $1.3 million budget for developing innovations to increase document viewer retrieval speed for >35,000 end users in 17 business units across the globe.• Managed a $1 million project to upgrade a web application framework used across over 400 user interfacesResults / Accomplishments:• 60% decrease in document viewing time• Improved experience for >50,000 team members • Introduced a new viewer option and implemented a new viewing framework that intelligently selects the appropriate viewer for the type and size of document being viewed • Established a high performance Agile team with members across multiple geographies

Merrill Corporation provides the ability to securely share sensitive content, perfect and distribute critical financial and regulatory disclosures, and create customized and compliant communications. I significantly impacted Merrill’s global customer acquisition and growth as a Project manager for the digital experience to deploy Merrillcorp.com website and by managing the program for post-launch performance improvement initiatives.Overview:• Managed a $4.75 million development project to integrate 7 unrelated public facing marketing sites into an interrelated website designed to increase lead generation and sales. • Coordinated the efforts of 42 global and vendor resources to complete project on time and on budget.Results / Accomplishments:• Consolidated 7 marketing sites into one public facing site. • Increased inbound traffic, visitor nurturing / conversion, personalization, and supported growth of customer accounts by creating a digital experience that for every visitor is pulling them to the next step of their customer journey to improve lead generation and increase sales. • Improved SEO ranking and organic traffic. • Increased lead generation and sales due to multi-solution selling. • Enabled efficient personalization, analytics, optimization, and maintenance

Medtronic is a global leader in medical technology, services, and solutions. Projects for new products can span several years and have a significant impact to profitability if they are not executed on time and on budget. As a PMO consultant managing a project to improve resource utilization and reduce forecast error I was able to set a strong foundation for improvement by creating systems and processes to ensure the right resources would be available at the right time. Overview:• Created and implemented a Resource Management Strategy for the PMO to improve project execution and ROI across over 450 projects and 650 resources in Research Technology & Development (RTD), Quality, Operations, & Regulatory. • Managed multiple projects and external vendors to achieve strategy with budgets up to $50k (excluding resource time).Results / Accomplishments:• Validated “best in class” resource management system to use for data driven decision making- - Upgrade portfolio management system (PDWare) to streamline reporting process- - Closed system gaps causing data integrity issues• Eliminated data integrity gaps, reduced training, and increased user satisfaction by automating the system for entering and revising resources associated with project demand • Created measurable rules and requirements for resource utilization and assignment to projects- - Trained managers to take action on metric reporting• Created a 3 year plan for continuous improvement initiatives• Implemented a common communication platform for process documentation and user guides

SUPERVALU is a leader in wholesale and distribution serving more than 2,000 stores from 23 distribution centers across the country. Efficiency and high quality enables them to meet retailer service expectations, control costs and ensure the best possible value is provided to customers. As the Director of the Distribution Management Training Program and as a Project Manager I was able to improve service levels and reduce operating costs by increasing leadership effectiveness, increasing bench strength, and by identifying and leading process and system improvement projects.Results / Accomplishments:• Developed an award winning training and development program using a combination of collaborative and interactive curriculum to meet specific organizational objectives, address gaps in performance, and build bench strength -- Defrayed training costs by using work based learning to reduce operating expenses• Coached Sr. Management to teach classes on leadership and create a culture of feedback and recognition• Led cross-organization project to create a process for Sustainable Leadership Development -- Linked hiring, on-boarding, key competencies, performance reviews, and gap tracking. -- Created training plans, mentor programs, and work experiences to prepare associates for promotion• Created an onboarding process that reduced new employee ramp up time by > 2 weeks• Led cross functional teams to develop operations best practices across all locations• Participated in a high potential manager program reporting to CEO on how to increase employee engagement and was thereafter named the process owner

Led project and cross functional team to drive Advanced Ship Notice (ASN) strategy for company. Trained and educated internal and external stakeholders on benefits and process to obtain buy-in. Implemented ASNs at 1,200 DC to vendor shipment facilities. Developed processes that reduced operational expense for vendors, the company, and customers. Select Accomplishments:• Saved $330K annually by utilizing ASNs effectively in over 1,200 DC to vendor connections. • Automated the ASN process and eliminated the need for this position.

Spearheaded organization’s focus on Vendor Managed Inventory (VMI) strategy, selecting vendors and establishing strategic alliances to achieve identified goals. Educated vendors and senior management on program benefits. Trained vendors to improve performance. Trained buyers on new processes.Select Accomplishments:• Reduced inventory by $20.5M and administrative expenses by $500K • Cut days supply by three days, decreased inventory by $1,094,981, while elevating service levels by .5%.

Determined procurement best practices for 23 warehouses including vendor plant programs, cross-docks, up-stream/down-stream distribution, order quantity efficiencies, work process flows, lead time impact, transportation cost reductions, and special vendor incentives. Major accomplishments included: • Identified and implemented over $1 million net supply chain cost reductions• Created the business plan to implement Vendor Managed Inventory, obtained Sr. Management sponsorship, and was hired to lead the project

Evaluated performance, coached, and recommended action plans for 19 Buyers Identified training needs and designed training programs and job aides to meet needs. Trained Customer Service and Vendor Managed Inventory Specialists on Forecasting, Replenishment, and Inventory Management techniques to maintain high service levels with a low inventory investment.Conducted performance reviews with customers and integrated findings with training plans to improve service • Mentored and trained customer teams Major accomplishments included: • Designed & implemented a 4 week training program that reduced follow-up training by 50% • Developed a process that decreased forecast error from 131% to 28%.