Contemporary art studio and consulting services specializing in creativity and innovation.• Create & exhibit art work nationally and internationally.• Created & facilitate “Collaborative Art” events, group and team building art/painting events for “non-artists”.• Developed creativity & innovation framework to facilitate creative/innovative problem solving for individuals, groups and large organizations.

Automation Initiative Lead (Deluxe)Partner with Boston Consultant Group for Productivity Through AI Initiative.Assessed processes across the enterprise for cost savings utilizing AI, RPA and process optimization, identified $5MM in savings in call center, remittance, fraud detection, and order management; prioritized opportunities with senior leadership.Participant in pilot of Microsoft Copilot 365 for personal productivity.Enterprise Process Lead (Deluxe)Drove initiative to optimize operational processes that support the U.S. Small Business Payroll product and establish RPA program.Designed project approach and manage teams for Tax Optimization, Client Onboarding & Implementation Optimization and Client Support Redesign; improved processes and the elimination of manual/redundant activities resulted in 50% increase in operational efficiencies; established call ticketing and tracking, operational metrics, knowledge base, cross functional communications, QA program, formal training and long-term roadmap for A3/PDCA continuous improvement.Developed roadmap, process, metrics, roles, job descriptions and tools to support newly created Automation & Robotics Process Automation (RPA) program to embed RPA (UiPath), Chatbot, Conversational Bot (Amelia), AI, Machine Learning and other automation tools for improved customer experience, increased operational efficiency and reduced costs; designed and facilitated ideation workshops identifying 205 opportunities; designed and managed the opportunity pipeline.

Accountable for driving operational excellence and scalability through process improvement and project management aligned with strategic objectives reporting to the Vice President, Clinical Operations Process Improvement.Manage team of 6 (mix of Business Analysts, Project Managers and Process Improvement Managers).Developed and executed team evolution from Project Management to Process Improvement including career path; designed training plan to increase project improvement capabilities and capacity within team; coached team to Lean Six Sigma Green Belt.Managed process improvement projects for EMR system replacement with Allscripts, Provider Transformation initiative, and Virtual Primary Care model processes.

Designed and managed the continuous improvement (CI) program including strategy, implementation roadmap, culture definition, organizational change management, training, Kaizen design, A3, PDCA and project facilitation to improve delivery capability across the IT Enterprise Application Systems (EAS) organization with an emphasis on SDLC, Contracting/SOW, Testing, Problem/Incident Management, and Software Change Management. Identified over 300 operational improvement opportunities for future CI projects; established CI Steering Committee to prioritize opportunity business impact.Designed and managed mandatory CI Basics Training to all 480 employees with a focus on LEAN, 8 Wastes & remediation, CI tools, and A3 thinking; extended training plan includes Yellow and Green Belt Training for selected participants.Designed and implemented change management plan leveraging PROSCI to increase adoption of new CI culture; designed and implemented Rewards and Recognition program to support CI culture.Embedded CI into strategic and personal performance goals for 2021 and 2022 for a minimum of 15% improvement. Identify key CI initiatives and KPIs, coach project teams to support an ongoing CI mindset/culture focus on LEAN and A3.Managed a portfolio of 18 CI projects; designed strategy to roll out top-down transformational process improvements.Facilitated Kaizen and directed 3 improvement task force teams for SDLC, Defect Tracking and Annual Recertification.

Designed, launched, and directed the Secretariat Business Process Review (SBPR) strategy, an enterprise-wide strategic initiative to increase adaptability as well as optimize operations to support 1.2 million global Rotary members.Established, managed, and coached the Business Process Management team, mix of staff and contingent contract consultants. Team projects included Global Communications KPIs, Strategic Plan KPIs, Youth Program Incident Management, and Contingent Labor Optimization. Benefits more than $1MM. Mentored Green Belt team members to achieve Black Belt certification. Built and directed process project team of the Financial Management System upgrade inclusive of Current and Future State financial process design of 431 processes in total for the implementation of Oracle Cloud Financials. Key end-to-end processes included Donor Management, Grants Management, Manage Cash, Procure to Pay, Expense Report to Reimbursement, and Project Accounting.Performed Grants Application process improvement resulting in 50% cycle time reduction, a capacity gain of 76%. Designed a new Rotarian leader governance model streamlining the structure from an estimated 15,000 roles to 1,800 roles. Embedded Prosci ADKAR change management model into process improvement projects resulting in greater adoption.

Facilitated client workshops for rapid ideation, creative problem solving and process improvement. Created standard frameworks for Business Process Improvement, Holistic Integrated Innovation and Rapid Deployed Innovation System. Key client projects include:Rotary International (consulting w/ TEKSystems): Developed process improvement strategy, performed enterprise-wide process assessment resulting in 54 strategic projects.Evolent Health (consulting w/ Insight Global): Optimized Medicare Member Benefits Card Printing process with a reduction of costs by $70K and processing time by 50%.GE Hitachi Nuclear Energy: Developed strategy to modernize 300 training courses, reduced training costs by $1MM.Health Care Services Corporation (Blue Cross Blue Shield IL, TX, NM, OK, MT): Documented Utilization Management processes for Custom Account Implementation.HealthFitness: Re-engineered Billing Process improving invoice accuracy by 20%, reducing invoice creation time from 30 to 15 days, reduced Days Outstanding and improving Cash Flow. Identified opportunities in Product Management, Contracting, and Pricing processes.

Founded and managed the consulting practice. Utilized Lean Six Sigma methodology for process improvement.Key client projects include:HealthFitness: Reduced Sales and Client Onboarding from 100 to 90 days.Optum/United Healthcare Group: Improved the CMS Medicare Consolidated Explanation of Benefits (EOB) to ensure CMS compliance.Health Care Services Corporation (Blue Cross Blue Shield IL, TX, NM, OK, MT): Led project teams to identify scope, cost and solutions due to the impact of the Affordable Care Act (Administrative Simplification, Management Services Organizations, Health Information Technology Strategy, Reinsurance, Risk Corridors & Risk Adjustment, Value Based Care Models, Illinois Medicare Medicaid Alignment Initiative).

Certified Six Sigma Black Belt leading project teams focused on process improvement to increase capacity and decrease operating expenses, liaised with Senior and Executive Management.Developed corporate definition, calculation standards, tools, and training for hard & soft project benefits for financial impact; developed corresponding tools, facilitated training courses of 15-25 people; led project team of 6.Created Enterprise Metric Strategy defining over 250 customer interfacing metrics linking operations to projects to corporate goals; led project team of 4.Analyzed current state Human Resources Hiring process from job description to on-boarding; developed Future State process for PeopleClick; reduced time of open job requisitions from 111 days to 35 days; member of Program Steering Committee.Improved New Employee On-Boarding process for equipment/service acquisition from 16 days to 4 days post hire date; reduced the number of systems from 8 to 3, facilitated 5 Kaizen style workshops integrating 9 functional areas across 4 state divisions to single process/platform; led project team of 8, member of Project Steering Committee.Performed process assessment including improvement recommendations for 5 financial processes: Month End Close, Accounts Payable, Procurement, Project Accounting, Cost Allocation; lead project team of 5.

Certified Six Sigma Black Belt leading project teams focused on process improvement to increase capacity, decrease operation expenses and increase profit generation.• Developed End-to-End Business Process Transformation methodology to re-engineer cross functional area processes addressing process, technology, organization, and change management issues. • Performed Current Process State Assessments for Underwriting, Finance and Operations covering Small Business, Global Specialty Lines, and Excess & Surplus business segments.• Lead initiative to evaluate the Small Business Service Center; developed Balance Scorecard and supporting metrics & measures including a Cost per Transaction model. Program reduced report compilation by 3 business days/month and allowed for greater managerial control over resources.• Performed Global Specialty Lines Underwriter Role Review to identify process steps performed by the Underwriter role that were better suited by the Underwriting Assistant role with a cost savings of $160,000 annually.• Lead Global Specialty Lines Long Term Care Processing Work Request project to standardized processing work requests submitted by the Long Term Care Underwriting group. Final results increased processing capacity by 50% without the need for additional staff, and reduced processing time by 73%. Processing reached 96% compliance of service time standards.

• Expanded functionality of the Account Management System (AMPS) for Risk Management Domestic Casualty to include Global lines of coverage. • Automated policy issuance process in AMPS reducing policy issuance by 60-90 days; managed team of 2 developers.

Managed two on site developers and remote development vendor for the design and development of Release 2.0 of Arthurandersen.com & AndersenLegal.com

• Revised, enhanced and maintained Account Management Processing System (AMPS) consisting of Account & Policy Entry, automated Account and Policy Management, Task generation, and account status.

TRS Staffing Solutions is a global recruitment and staffing organization placing IT, Engineering, Account & Finance and Administrative professionals. Developed and manage corporate and 4 divisional websites in 7 countries.• Developed automated online job posting connected to internal legacy system.

• Performed daily, weekly and quarterly reactor monitoring and performance testing of Unit 1.• Analyzed and modeled coolant water radiochemistry to identify broken spent fuel rods to be removed during refueling process.