• Advising on transformational strategies to streamline operations and enhance energy-related service delivery.• Applying Lean and Agile practices to identify improvement opportunities and support sustained organizational change.

Project support for various short and long-term engagements.• Peregrine Technologies – Project Manager for the California Office of Emergency Services Next Generation Scout platform implementation. January – March 2022.• Hearst Technology Services – Process Manager to evaluate and improve/re-engineer their workshop development offerings to internal customers. Practiced the “Test and learn” method in four workshops. March-May 2022.

Instructor, coach and practitioner for:• Certified Business Process Management Professional• Certified Project Management Professional • Certified Lean Six Sigma Blackbelt - Master Black Belt in Training.• Certified Scaled Agile Program Consultant

Create, Update, and enhance PT processes• Assessed the current state of Public Transportation processes.• Created current state Process Value Streams Maps of each process. • Analyzed and proposed optimized Future State improvements.• Created and/or updated Standard Operating Procedures and established Standard Work.

• Transitioned the implementation team from waterfall (traditional) to agile management. Agile improves the team’s flexibility, responsiveness, and ability to adapt to changing requirements.• Implemented Jira and later DevOps project management tracking tools, including dashboards and metrics. • Increased delivery by 50% (hours per story).• Led the 2023 follow-on project to stabilize and find future optimization opportunities for the STX Factory Talk Manufacturing Platform.

Project / Program management support for Home Equity Line of Business (operational excellence) including: • Re-engineering (Definition) documented the entire Home Equity Line of Credit process, mapping it out from the application stage to the final closing to visualize and understand the existing workflow.• Re-engineering (Measure and Analyze): Identified errors missing information, mistakes, bottlenecks, and any other issues that hindered the smooth flow of the HELOC process. We measured and analyzed the impact of these faults on capacity (productivity) and cycle time (the time taken from application to closing). • Re-engineering (Improve and Control) Based on our analysis, we implemented some and recommended other improvements to the process. These improvements eliminated defects at their source, enhanced productivity, and reduced end to end cycle time. When fully implemented, Citizens’ Bank will realize these fantastic achievements.1. 99% defect reduction; leaving very few errors or issues requiring human resolution. 2. 67% FTE (Full-Time Equivalent) reduction in non-value labor hours by streamlining operations.3. 86% reduction in time between the loan application and loan closing. Getting the average time from application to closing to 5 days.4. Over $8 million in hard currency savings.

Project / Program management support for Payments, Virtual Solutions, and Innovation (PVSI) Line of Business (operational excellence)• Re-engineering (Definition - BPM Analysis and Modeling) Led a project team in Business Process Management (BPM) engineering analysis. Documented, and modeled over five hundred financial services processes ensuring each met modeling (BPM), regulatory (such as FDIC), and other agency standards. • Re-engineering (Definition - Finding Duplicate Processes): Found duplicate processes within the enterprise inventory. • Re-engineering (Improve - Coaching in BPM, Lean, and Agile): Coached project team members in BPM (Business Process Management), Lean, and Agile best practices across five different Business Groups.

Supplied project and program support for the Cisco Learning Group Line of Business, focusing on operational excellence and process improvement. • Re-engineering (Definition – Cisco Certification Class Process Optimization): Led a project team in defining and perfecting the end-to-end “Cisco Certification Class Process.” This effort resulted in a 40% reduction in cycle time. • Re-engineering (Definition - Learner Partner Processes): Found waste, and opportunities for reducing cycle time in over 20 Learner Partner processes. Identified tasks for automation. Canceled a $1.2 million immature project.• Coaching in Project Management Professional (PMP) Methods and Personal Growth: Coaching included guidance on Project Management Professional (PMP) methods to help team members develop their project management skills.

Short-term contract as a Distribution Center Consultant (Warehousing), Greencastle IN, and Bartlesville. Studied and quantified receiving vendor errors. Recommended means to reduce/eliminate labor waste. This was part of a larger Lean Six Sigma DMAIC project to reduce shipping waste.

Disciplined Execution: Re-engineering (Definition): for selected legal and procurement processes.• Modeled the Process Lifecycle: Created 10 detailed BPM models representing the entire lifecycle of these specific legal-related procurement processes. These models included process engineering analysis, and other deliverables as needed to do the re-engineering process.• Integrated Risk Management Data: Incorporated data related to risk management into Business Process Management (BPM) models. • Metadata Repositories: Integrated risk management data into their related metadata repositories.

• Led an ad hoc project team in the development, training, and implementation of a set of guiding processes. These processes covered the entire pre-order to cash cycle and focused on improving operations within and across Beyond Studios.• Documented a Hybrid Agile framework that outlines how agile methodologies and principles are adapted and applied to end-to-end processes, ensuring flexibility and responsiveness in managing these processes (4 locations).

Project / Program support to implement Verisk’s Lean Six Sigma Transformation. Training Responsibilities:• Taught Senior Verisk Personnel basic management-level Six Sigma principles. • Developed Training Content and testing materials for Green Belt Certification classes. • Board-Certified Green Belt Candidates: Validated certification of Verisk Green Belt candidates.Implementation Project Support:• Leadership team of a Major Kaizen Project: Led a large Kaizen project, freeing up thirty-five full-time employees (FTEs). Kaizen projects focused on continuous improvement, efficiency, and resource allocation.• Coached Students on their improvement projects: I coached and guided twenty-five students on their process improvement projects. These projects collectively freed up 14 FTEs.

Project/Program Support for the Enterprise Data and Analytics Office• BPM Analysis and Modeling: Led a project team in conducting Business Process Management (BPM) analysis, modeling, and documentation for thirty-one key processes within the Enterprise Data and Analytics Office (visualizing and documenting the lifecycle of these processes).• Commonizing Processes: Led efforts to standardize or commonize twenty-eight processes across different business units. • Coaching Agile Development Teams: Supplied coaching, guidance, and facilitation to agile development teams about their interactions within BPM processes Teaching Agile Certified Practitioner Classes (PMI)• Agile Certification Classes: Taught Agile Certified Practitioner (PMI-ACP) classes after hours at the USAA campus (No compensation).

Small Business Turnaround Services.

Focused on process improvement, re-engineering, and management, along with Lean Six Sigma, agile methodologies, and tools like Jira. These skills drive efficiency and excellence.Re-engineering Claims processes• Led a 3-Person Team 3-person team to model AIG’s end-to-end Worldwide Claims Processes.• Led a 5-Person Team to model TDI’s end-to-end processes for Canadian claims, covering eight lines of business, including Health Care. These models included process documentation, definitions, and analysis. This comprehensive effort guided TDI’s immediate, short-term, and long-term improvement roadmaps.Coached DMAIC and DFSS Black Belt Practices: I coached project teams and client practitioners in DMAIC (Define, Measure, Analyze, Improve, Control) and DFSS (Design for Six Sigma) Black Belt practices. Senior Process Management Consultant at Sears Holdings Corporation• Modeling and Standardizing Campaign Processes for Retail; covering print, web, and email. • Coaching Agile Development Teams: Supplied coaching to agile development “tiger teams,” emphasizing facilitation, agile project management, and collaboration.• Agile Management with Jira: Used Jira for tracking defects in agile management.Engagement Manager at the Testing Center of Excellence:• Managed work and Mentored Team Members between Sears and the TCS teams to deliver products on time to standard within the Testing Center of Excellence.

• Facilitate and support USAA compliance process improvements. • Mentored team members and clients in black belt and business analysis practitioners. • Modeled the project life cycle of non-discretionary and discretionary IT projects using process and value stream mapping data and Flowcharter (iGrafx) software. • Led a DMAIC team project to reduce compliance project cost and cycle time. Implemented best practices and key performance measures to sustain improvements.

• Hired as a subject expert to facilitate and support the MSI’s contract with the United States Army Reserve Command’s Continuous Process Improvement Office. Team six sigma projects savings totaled several million dollars (Cycle time reductions and improved quality).• Worked with and mentored black belt practitioners.

Hired as a subject expert to develop and manage a 5-person team to drive continuous quality improvement within American Express Technologies. • Built and managed a 5-person team from internal and external sources (Phoenix & Brighton, UK).• Integrated lean concepts into the exiting define, measure, analyze, improve and control (DMAIC) six sigma quality framework providing services to Technology group (Software Development Life Cycle, vendor management, Change, Incident, and other ITIL functions) and external clients such as product development, and marketing.• Conceptualized and executed hybrid customized rapid improvement events (RIE) with client teams. (Phoenix and Brighton, UK).• Coached and Mentored black belt candidates and black belt practitioners. • Team save findings exceeded $5,000,000 in just 6 months.

Certified Training, Consulting, Mentoring Lean Six Sigma and Process Management.

Training with Department of the Army for deployment to Afghanistan.

• Contracted through Delta Services - Led and implemented activities to launch two new products for the Active Sensors Value Stream. Caterpillar vendor requirements are very close to Ford and General Motors.• Lean and Six Sigma Tools included video tape before and after improvements, direct data collection, interviews, team training, data collection, standard work, variation reduction (six sigma), and decision making.• Value stream mapped the whole Active Sensors Value Stream, starting with receipt of order through delivery of the product at the customer assembly plant. Created 3, 6, and 12 months improvement plans with expected resourcing requirements.

• Taught basic and intermediate level continuous improvement skills, including hands-on Kaizen events for management and team members, at multiple sites. • Spearheaded or supported 19 Kaizen events at multiple sites, focusing on 5S, standard work, and flow. • Identified the root cause of significant processing variation between shifts and within shifts day-to-day was lack of repeatable procedures for operators of a client company with ~20 major locations. • Created a standard plant event schedule that delivered >$300K in annual savings by devising methods to move variation away from pacemaker, including smoothing incoming random shipments. • Drove efforts to eliminate random variability in processor machine time for the aforementioned company, including pinpointing the best repeatable process, developing a complete value stream map, and using findings to create a spreadsheet that calculated the number of operators required and when to synchronize autoclaves operations, which minimized variations in labor and transport.

• Taught Lean six sigma skills, including problem solving activities for up to 16 staff, general managers, and associates, at 6-14 sites; mentored as many as four Lean managers during Kaizen events in build-to-order environments. • Created and implemented training materials and audits for upgrading current/new 5S programs, enabling management and operators to discern the difference between normal and abnormal setup. • Worked with local customer service centers to executive 5S management and layered audits at all levels of the organization to facilitate proper repeatable products. • Soda drawer and tray pack assembly - increased assembly rate by at least 40% decreased assembly labor by up to 30% while more than halving throughput time.

Veteran - Lieutenant Colonel (Retired)Command and Leadership• Exercise Director, Battalion Executive Officer, Brigade Chemical Team Leader, Company Commander, Dinning Facility Manager - Specialties included Chemical, Logistical, and Combined Arms Operations.Staff Support: • Battalion Operations Officer (activated for Desert Storm), Battalion Supply Officer, Training Team Leader, Test and Evaluation Officer