Executed two projects for the transformation management office at American Express.

Reported directly to the CEO of North America, serving as a trusted advisor to senior leaders within top-tier investment banks.

Supported multiple governance committees while concurrently executing 2nd Line of Defense oversight & control responsibilities and contributing to Compliance-related remediation projects.• Served as Secretary for several Wealth Management America (WMA) governance committees: The WMA COO’s Operational Effectiveness Committee, the WMA COO’s Conduct Risk/Conflict of Interest Working Group and Leadership Council, and a WMA regulatory reporting governance committee (chaired by the Head of Americas Compliance & Operational Risk Control).• Prepared quarterly governance committee materials showcasing dashboards used by executive management for a consolidated view of the WMA business areas’ adherence to the operational risk framework and for Risk Control Self Assessments (RCSA) submissions.• Assessed & validated or challenged WMA Run-The-Bank business processes and associated risks, ensuring a strong and consistent 2nd Line of Defense control environment across the organization from front office to back office – regardless of functional area.• Fulfilled Risk Taxonomy Owner responsibilities for the WMA Client Complaints Management process, including the production of appetite assessments and the annual operational risk assessment report.• Analyzed key process control instance assessments by Taxonomy to identify thematic trends and to propose recommendations.• Trained within Reporting & Analysis to produce monthly reports on operational risk issues and COO metrics.• Led or actively supported a variety of Compliance & Operational Risk Control (C&ORC) Change-The-Bank initiatives: ►Executed F2B deep dive reviews & SIPOC maps of key processes. ►Enhanced Compliance’s Monitoring & Surveillance Control escalation process. ►Helped link regulatory requirements to policies, procedures, controls, taxonomies and testings.• Mentored 2 internal UBS employees and 2 military personnel transitioning to the civilian workforce via the ACP program.

Supported LEAN initiatives within its Private Bank segment and served as an “as needed” resource for S&PI projects.• Recruited to lead JPMAM’s high profile LEAN program across New York, New Jersey, Delaware, Kansas and Colorado.►Private Bank Client Service Account Maintenance: Led McKinsey 5 Lenses workshops (LEAN methodology Gallery Walk, Organizational Structure, Skill Assessment and Process Future State Design), interviewed and SIPOC mapped high volume processes, collected observational data, created a staff satisfaction survey and enhanced the department’s capacity management tool.►Private Bank Tax: Assisted the conclusion of its LEAN wave by training & coaching both senior management and staff on business performance management tools (ex: FAST board) and skill assessment tools (ex: Skill Matrix and Maturity Grid).• Designed, implemented & maintained a LEAN SharePoint site with sub-sites for current and past LEAN waves.• Between LEAN engagements, provided internal consulting expertise to a S&PI project within Investment Management:►Conducted in-depth interviews of Client Service teams in Ohio, Delaware and New York and mapped their key processes.►Recommended a critical policy clarification to mitigate operational risk and achieve significant cost savings.• Performed special project work for the JPMAM’s Global Head of Strategy & Process Improvement.

Drove UBS Group profitability through the design and successful implementation of strategic DCM initiatives across a portfolio of over 7 billion CHF of third-party spend.• Managed the planning, scope, benefits and execution of key cost saving initiatives from strategy to implementation, including:►Investment Bank Contra Revenue account mapping redesign to improve oversight of 1.6B CHF provided transparency to an additional 100M CHF in spend and a projected 5M CHF in annual savings.►Value-Added Tax process streamlining within Sourcing, Procurement and A/P estimated to save 1M CHF annually.• Prepared and/or delivered presentations for key savings initiatives throughout UBS, including:►Restructuring of Corporate Center’s Supply & Demand Management (SDM) group as an independent Central Buying Entity to provide sourcing & procurement services to UBS and other global financial services firms – revealed by UBS Group CEO during Q3 2012 results announcement. Leveraging purchasing power is estimated to save 200M to 500M annually.►Displacement of 2,000 Bloomberg licenses with low-cost alternatives are projected to save 37M CHF through 2015.►Unclaimed Property initiative identified at least 1.5M CHF in recoverable funds across the 50 US states.►Market data demand containment within WMA and Corporate Center led to 1.1M CHF savings during 2012.• Provided business activity tracking and reporting across multiple areas, including:►Wealth Management Americas (WMA) market data for Bloomberg and ThomsonReuters spend.►Financial performance of UBS Group and its business divisions plus custom benchmarking with 10 peer financial services firms.►Third party spend for UBS Group, WMA, IB and Global AM.• Completed ad-hoc reports for COO’s within WMA, IB, Global AM and Corporate Center.• Drafted a Legal Invoice Manual Audit procedure for 3rd party resources to review legal invoices contributing to $30M in savings.

Served as master facilitator and project lead for all Linxus activities – while simultaneously supporting the Health Economics & Finance Department within GNYHA.• Prioritized and developed HIPAA transaction best practices in order to create value, reduce costs and promote interoperability by leading weekly workgroup calls of health care IT staff and revenue cycle business users.• Advanced electronic connectivity by 33% between health care trading partners (Providers and Health Plans) and implemented previously documented best practices by leading bi-weekly workgroup calls.• Quantified the benefits of electronic connectivity and best practice implementation:► Linxus members accelerated cash flow by 64% within 15 days and 38% within 30 days.► Linxus members realized payments within 15 days & 30 days 5x higher than non-Linxus healthcare concerns.• Spearheaded preparedness efforts to mitigate risk and align strategic efforts with the upcoming implementation of the X12 5010 version of electronic transactions standards.• Championed the development of a Linxus whitepaper to quantify the benefits of electronic connectivity and best practice implementation.• Designed the performance dashboards and reporting methodology for Linxus Board Meetings and the whitepaper.• Developed effective working relationships with key liaisons at all Linxus member organizations.• Participated on X12 and WEDI workgroup calls to contribute to national efforts on HIPAA administrative simplification best practices, to develop content for the next iteration of HIPAA mandated transaction standards.• Contributed LEAN Six Sigma subject matter expertise to both Linxus and GNYHA.• Conducted extensive research to establish broad knowledge base relative to Clinical Decision Support Systems, Value-Based Purchasing, Administrative Simplification , Patient-Centered Medical Home, Transparency via Reporting, and Value Conscious Consumption.

Executed Senior Management Consultant responsibilities internally as an Associate Director.• Established a Medicare line of business by facilitating a core team of company executives and NYC government representatives to transform marketing and operational activities. • Reduced Enrollment leadtime by 50% and transformed the company from functional silos to a customer-focused organizational structure, consisting of a single cross-trained Call Center and facility-based personnel reporting to a Network Relationship Manager, by leading all four (4) of the company’s redesign teams.• Implemented a pilot “patient profile” project within a major hospital which communicated patient red flags.• Reduced Customer Service’s Top 3 call volume issues by over 25% by facilitating a continuous quality improvement (CQI) team.• Project managed five Request For Proposal (RFP) contracts: Medical Record Review vendor (for QARR), QARR/HEDIS software vendor, CAHPS survey vendor, Predictive modeling vendor, & benefits design consultant.• Served as “Survey Guru” to compose and analyze trends & key drivers of the following satisfaction surveys: annual Provider, annual & quarterly Member (Adult, Child & HIV SNP), and annual Dental Patient.• Taught Six Sigma seminars and avoided a SDOH fine by leading a Six Sigma Black Belt project to reduce Billing Complaints.

Reported directly to the President / Founder, cultivating a learning organization to embrace a disciplined, data-driven approach of continually improving process quality and productivity to result in bottom line profitability.• Improved transparency of financial trends to executive management by implementing new financial reports.• Improved sales by 7% within 5 months by educating retail management in world class methodologies.• Reduced average leadtime from over 10 days to under 5 days by redesigning the “optical dispensing” process.• Reduced average new hire training time from 2 months to 2 weeks by standardizing Sales training.• Reduced customer complaints by 50% by redesigning customer service and product quality.

Reported directly to the President / CEO, serving as an internal consultant for all LEAN manufacturing initiatives.• Reduced WIP leadtime from 2 weeks to 3 days, manufacturing cost by 20% & rework by 90%, and improved Operational Efficiency from 50% to over 95% by implementing 4 cellular manufacturing lines.• Recaptured 20,000 square feet of underutilized manufacturing floor space by redesigning the plant layout for 3 facilities: New York (Garden City), New York (Port Jervis), & Texas.• Improved “On-Time Shipping” by over 50% by using LEAN Manufacturing (Toyota Production System) techniques and developing a Facility Management System to standardize Plant Management practices across all plants.• Formalized Bill of Material and Routing structures for all products by championing the standardization of Engineering policies and procedures across all plants.

Reported directly to the President / CEO, managing Purchasing, Planning, Scheduling, Receiving and Material Handling departments while simultaneously handling special projects.• Managed various stages of an ERP implementation, including the selection, installation, documentation & maintenance of an ERP package, as well as training of administrative staff.• Reduced WIP leadtime from 2 weeks to 2 days, reduced manufacturing cost by 20%, reduced rework by 50%, and recaptured 7,000 square feet (20%) of underutilized floor space by implementing 5 cellular manufacturing lines.• Selected a new building, designed its plant layout and coordinated the logistical co-location of 3 manufacturing sites into a single 100,000 square foot facility.• Restructured the organization into Customer-focused Project Teams.• Served as internal liaison to Lean Manufacturing consultants.• Sourced new vendors, implemented a process for competitive bidding, and established vendor quality initiatives.• Simplified and documented the work flow process for Purchasing and Receiving.• Fulfilled Master Planning and Scheduling of all operations across 5 Production departments.

Reported directly to the President / CEO, managing 5 Production Managers (and, indirectly, all 60 direct labor associates) as well as handling special projects, including:• Redesigned plant layout per Lean best practices and project managed construction of facility improvements.• Reengineered the production facility into 2 dedicated cellular manufacturing lines.• Implemented a computer-based scheduling system for prioritizing shop floor scheduling, tracking WIP and communicating status to Customer Service.• Centralized all Purchasing responsibilities and hired a Purchasing Manager.• Developed and delivered training of process improvement and project management methodologies to all management and administrative staff.• Evaluated and functioned as liaison with two external consulting firms.• Performed a variety of duties including human resource, purchasing, and facility & safety management.

Trained in all responsibilities to back up the Director of Materials Management, plus:• Served as internal liaison to consultants to implement business process reengineering initiatives.• Actively participated on (and contributed Lean Six Sigma expertise to) over a dozen project teams, including 2 new product development initiatives.• Redesigned reports for upper management to review weekly and quarterly key metrics.• Conducted training in SAP procedures for the Planning and Manufacturing groups.• Planned and scheduled make-to-stock production as well as numerous new product introductions.

Trained in all responsibilities to back up the Production Control Manager, plus:• Managed and mentored all Planners, Schedulers and Purchasing agents.• Served as internal liaison to Price Waterhouse consultants to implement business process reengineering initiatives.• Spearheaded various New Product Development teams.• Co-led training of process improvement (including Lean / TPS principles) and project management methodologies to all plant management.• Conducted company-wide SIPOC mapping of workflows and tracked process improvement savings for a profit-sharing pool.• Led daily production meetings with the Plant Manager and Production Managers.• Redesigned all procedures related to Master Planning and Master Scheduling.Also served as: Planner, Scheduler, Production Manager, and Process Engineer