Provide Lean Six Sigma and Business Process Reengineering (BPR) expertise to the Business Mission Area (BMA), which provides business capabilities and services that enable civilians and soldiers in the process areas encompassing Human Resources, Financial Management, Logistics, Acquisition, Installations, Energy & Environment, and Training & Readiness.Selected Accomplishments- Developed the BPR approach responsible for moving the Army from a waterfall SDLC approach to an Agile portfolio and software development and management model for the Enterprise Business Systems (EBS) Convergence project. Lead the BPR effort that consolidated the Army’s multiple Enterprise Resource Planning (ERP) platforms into a Common Business Operating Environment (CBOE) for over 150,000 users managing billions of dollars of inventory.- Enhanced and developed curriculum and delivered training to hundreds of students for the Business Process Reengineering (BPR) Center of Excellence (CoE) to build BPR competencies within the workforce as required by Title 10 of the United States Code (USC), Section 2222. The work supports the Army’s Business Capability Acquisiton Cycle (BCAC) which envisions, designs, acquires, and deploys Defense Business Systems (DBS) for the BMA’s Information Technology portfolio.

Ceptara provides management consulting services and training for Operations and Quality Excellence, Supply Chain Management, Product/Service Realization, Performance Improvement and IT Excellence to industries, including Telecommunications, Software Services, Government and Manufacturing. Responsibilities- Business Development- Client Engagement and Management- Strategic and Financial Planning- Product & Service Development and Deployment- Customer SupportSelected Accomplishments- Trained and coached over 500 Lean Six Sigma Green Belts and Black Belts- Reduced manufacturing scrap by 50% at an aerospace milling and assembly provider- Developed and deployed Supply Chain strategies, processes and key performance measures in telecommunications, computers and power industries.- Designed and deployed a performance management system for a bio-pharma company- Engineered and supported the launch of a fire inspection tracking and collaboration system- Designed, developed and deployed personal productivity tools to tame e-mail and improve focus

Motricity (formerly InfoSpace Mobility) - provided mobile I/T services to several large telecom companies.Duties- Responsible for driving the quality program. Selected Accomplishments- Established a quality system focused on measurement, compliance and training- Executed several Kaizen events resulting in over $10M savings in one year- Re-engineered the SOX compliance program, reducing the # of controls while maintaining compliance

Responsible for driving quality of the product and processes for the Windows division. Established a system to drive basic quality expectations of the product around reliability, performance, application compatibility, accessibility, security, privacy, usability, manageability, and compliance. Established a series of processes and metrics, to drive business awareness and improvement using six sigma techniques, implemented a business intelligence engine that automatically collects information from various process sources to enable better management decision making. Established customer facing metrics that are being used to validate new quality practices to assure overall improvement.

Lead various departments and organizations from Manager to Vice President. Key accomplishments include:Streamlined operational costs for the Installation and Maintenance function by 30% in 7 months through a set of initiatives, including reducing van lease costs, labor costs, and inventory costs and increasing technician productivity thru better management and I/T system improvements.Developed a service activation group from core team of 3 FTEs to over 200 FTEs in 4 months. Established operational processes, metrics management, cost model / budget, cross company operations and process governance, and organizational structure. Deployed two provisioning centers supporting numerous national geographic regions. Re-engineered operations based new system deployments thru automating and eliminating interfaces. Systems capabilities plus diligent daily operations management created a >50% reduction in unit cost thru reduction in work force needs and productivity improvements.Quality leader for the Fixed Wireless division, activities included creating a quality policy and vision, coordinating policy deployment, establishing governance for quality initiatives, establishing a quality system, training quality methods, linking business unit and corporate quality initiatives to our business, and coaching quality coordinators in their respective areas, e.g. supply chain operations, engineering, customer care, equipment installation, project planning, and network management and implementation.Supplier Quality Engineering leader, activities included participating with design in the development of product, delivering supply strategies, qualifying parts and suppliers to meet the customer's expectations, supporting the manufacturing floor for quality and supplier related issues, developing supplier relationships through supplier performance feedback, and managing components, specifications, process change notices, quality issues, surveys, audits, risk assessments, etc.

Bell Laboratories - Component R&D Center, I/T ManagerSupported the design and creation of decision support tools focused on Supply Chain business metrics, data migration, and digital interactions with suppliers and vendors.Global Manufacturing & Engineering, Project ManagerSupported the assessment and re-engineering of AT&T Consumer Products - turning a failing division into a profitable business in 18 months.Global Supply Line Management, Consulting EngineerChief architect of the Supply Line Management (SLM) processes used enterprise wide in AT&T manufacturing facilities. Contributing author to the SLM books in the AT&T Quality library. Facilitated standardizing processes and delivered training in the new processes while managing change across the facilities worldwide.