Independent consultant focused on modeling and aligning client organizations’ processes, systems and human resources with business strategy to maximize value creation by leveraging value (revenue and cost), velocity and quality drivers. Previous engagements have focused on business case development, data and decision analytics, mergers, acquisitions and divestitures; process reengineering, program management and technology acquisition support. Secured relationships with and sold consulting engagements to a broad portfolio of clients including Fortune 500 companies, SMBs and government agencies.

Acquisition Strategy, Activity Based Costing, Adobe, Agile / Kanban / Scrum, Analytics (Excel, MS Access, Oracle OBIEE, R, SAS, SPSS), ArcGIS, Asset Management, Benchmarking, Black Belt, Business Analysis, BPM Tools (BP Logix, IBM Blueworks, iGrafx), BPMN, Business Analyst, Business Architecture, Business Intelligence, Business Process Redesign, Business Requirements, Call Center, CBAP, CIO, Collaboration (Github, Google Docs, Jira, Sharepoint, Slack), Competitive Benchmarking, Consulting, Contact Center, Content Management (Drupal, Joomla, WordPress), CRM Technologies (MS Dynamics, Oracle, Peoplesoft, Salesforce, Siebel), Customer Experience CX, Customer Relationship Management CRM, Data Science and Analytics, Database (Oracle, SQL Server), Decision Sciences, Documentum, eDiscovery, Enterprise Requirements Planning, ERP Technologies (Dynamics AX, Oracle, Peoplesoft, SAP), ERD, Extensible Markup Language XML, Geographic Information Systems GIS, GIS Technologies (Autocad, ESRI ArcGIS), Github, Government, IBM Blueworks, IDEF, Jira, Joomla, Kanban, Languages (Java, HTML, Python, SQL, XML), Lean Six Sigma, Microsoft Access, Microsoft Excel, Microsoft Project, Microsoft SQL Server, Microsoft Visio, MS Project, OBIEE, Oracle, PeopleSoft, PMP, Portfolio Management, Primavera, Program and Project Mgmt., Program Management, Program Manager, Project and Portfolio Mgmt (HP PPM, MS Project, Primavera), Project Management, Project Management Office PMO, Project Manager, Python Programming Language, Quality Assurance and Testing, Quantitative Analysis, R Programming Language, Request for Proposals (RFP), Requirements Definition, ROI, SalesForce.com SFDC, SAP R/3, SAP Solution Manager, Scrum Master, SharePoint, Six Sigma, SPSS, Statistics, Structured Query Language SQL, Supply Chain Management, System Implementation, Systems Analysis, Systems Engineering, Systems Management, Technical Support, Test Cases, Test Plans, Use Cases, User Experience UX, User Stories, Visio, WordPress.

Responsible for standing up a Business Architecture function to support implementation of corporate strategy and decision making at the nation’s third largest brokerage firm and affiliate of the world’s tenth largest bank, and for providing additional expertise in Business Process Redesign, Decision and Systems Engineering, Lean Six Sigma, Organizational Change Management and Project Portfolio Management. Represents WFC on the Banking Industry Architecture Network (BIAN) Investment & Trading and Wealth Management subgroups.

Project Lead and Process Engineer for MetLife Global Operations implementing a redesign of the Disability Claims Processing functions; leads process redesign and documentation using Lean Six Sigma techniques and IBM Blueworks.

Assessed operating processes within the company’s Commercial Banking division to identify and remediate performance gaps. Conducted Process Maturity and Sustainability Assessments (PMSA) to evaluate process criticality and effectiveness. Utilized CTQ (Critical to Quality) Trees, Failure Mode and Effects Analysis (FMEA), SIPOC and other analytical methods. Identified and documented process gaps, creating a decision model to rank order and prioritize gaps for remediation. Designed and implemented KPIs, statistical process controls and governance structures to ensure process quality.

Drove $2.2 million in benefits via Business Architecture and Lean Six Sigma data-driven process improvement techniques. Developed capabilities and value stream maps for manufacturing, supply chain, customer care and order processing. Created heat maps incorporating current state performance, identified deficiencies and in-flight/planned initiatives. Derived future state capabilities, value stream maps, process and data flows, skills gaps and training requirements. Used Lean Process Improvement techniques including Kaizen and Kanban to reduce waste and improve workflows. Oversaw Six Sigma Green Belt projects quantifying current performance and implementing process improvements.

Under contract as a member of Verizon Professional Services' Global Project Delivery support team, created an issue escalation process for Verizon Professional Services, and designed project and portfolio governance tools using operational data from existing systems (CA Clarity PPM, Jaspersoft, Salesforce.com, SAP).

Led a contact center redesign initiative and CRM implementation, reducing the number of case types by more than 50%. Developed capabilities, value stream, process flow, data flow and heat maps identifying potential redesign targets. Led process redesign studies to compress cycle times, reduce costs, eliminate duplication and improve data flow. Devised the conceptual architecture, Agile epics, user stories, workflows, call scripts and knowledgebase articles. Led the Change Management workstream (communications, change agents, skills analysis, training requirements). Wrote the SOW for the RFP and led the selection team by developing the scoring model and negotiation strategy.

Created integrated view of demographic, territory and sales/market activity using BI reporting tools and SQL, enabling client to identify oversold/undersold markets, realign territories, and hire to meet unmet demand. The territory study uncovered over $20 million in untapped revenue potential; SMG hired 7 additional terrtory representatives to capture the revenue.Defined the requirements for a new trade promotion management system, working with stakeholders in marketing, sales operations and finance. Led analysis and testing workstreams for the new system; authored requirements, testing/training materials, and documentation; Scrum Master for Agile sprints; conducted sprint planning, led scrum meetings.

Led a team consisting of the CIO, SVP of Service, and members in Australia, Belgium, China, Germany, Japan and the UK. Mapped the customer lifecycle experience through relationships, processes, toolsets and integration points; created personas and use cases to allow customer segmentation and modeling; tailored processes to better support each segment.Modified process supporting systems to include Adobe ColdFusion, Oracle Service/Contracts, Remedy and Salesforce.com. Increased cash flow potential by over $40M by enabling inexpensive self-service customer transactions for most (80% of) customers while freeing up resources to provide increased personal attention for most valuable/profitable customers (20%).Additionally, performed an overall assessment of the Customer Experience across SPSS' marketing, sales, service, training and other functions to map out the current state process from both the business and customer perspectives, to identify process deficiencies, bottlenecks and areas for improvement, and to lay the groundwork for a future state by creating a future state vision and roadmap. A key feature of the future state vision was the creation of a unified portal integrating the customer view of the various company functions, and that would facilitate the consolidation of customer information into a single system of record.

Performed an assessment of a failed system implementation; devised quick-hit solutions to drive compliance and adoption. Formulated the project approach and structure including deliverables, development of hypotheses, key data requirements, “voice of the customer” interview and survey questions, data gathering activities, support requirements and timelines. Documented existing “current state” business processes and optimized them based on “hotspots” and SWOT results.Mapped the gaps between the current state process (utilizing Siebel ePharma 7.5) and future state in terms of people (e.g., skills, training and behaviors), business processes, and technology; identified strategic alternatives to satisfy the gaps. Developed a decision model that was used to evaluate alternatives on the basis of multiple decision criteria, and created investment profiles containing costs, anticipated benefits, and return on investment (ROI) analysis for each alternative.

Served as liaison between the PMO and several project teams during program prep (ramp-up) and global blueprint phases. Developed standard program processes, metrics, tools and documentation standards used globally throughout the program for the implementation of SAP ECC 6.0, including project plans, status reports, requirements, design and testing docs, etc.Developed and conducted training and enforcement for project teams on program standards, processes and toolsets.

Designed the Media Analysis and Planning System (MAPS), a GIS-enabled marketing analytics system that optimizes a $400 million advertising spend across multiple channels and markets (saving 10%); and developed the org structure and process flows for the new department operating it.Also redesigned the company’s Direct Marketing organization, shifting focus away from the existing customer acquisition objectives toward a balanced scorecard of customer lifecycle objectives targeting both acquisition and customer retention. The data and insights gained by the Media Analysis and Planning System (MAPS), along with its supporting department, went into production, enabling Walgreens to recoup and redeploy or save $40 million annually. The insights gained from the system contributed to the creation of Walgreens’ Balance Rewards loyalty program.

Initiated a national service line for a NASDAQ-listed benchmarking and best practices consultancy. Thought leader and presenter on CRM and Customer Experience (CX). Managed a $20M Profit & Loss and grew the business by 35% to $27M.Demonstrated thought leadership, public speaking and "evangelism" skills as a key presenter (along with representatives of Oracle and HP) for an executive breakfast series on CRM and eBusiness conducted at various locations nationwide.Successfully ran and grew the business: developed and managed senior level (VP/CIO) client relationships; managed master service agreements (MSA), statements of work (SOW) and change requests; attained P&L targets through a combination of existing business contributions and new business development; evaluated RFPs and made bid/no bid decisions; responded to RFPs on behalf of the company; established effective pricing and staffing levels for each client; orchestrated cross functional teams to achieve strong client results; achieved recognizable improvements in the skill level and P&L performance of the area and service line.Performed key billable roles:• As a CRM Solution Architect, designed an enterprise-wide CRM solution for the Global e-Business Unit of Citibank.• As a Project Manager / Program Manager, delivered an implementation of the Oracle eBusiness Suite for Resolution.

Held day-to-day responsibility for marketing, sales and service within a region encompassing 12 states plus the District of Columbia for a NASDAQ-listed internet services company. Provided training, professional development and operational support for over 400 sales consultants. Contributed to the growth of iMall revenues, prompting its acquisition by Excite@Home.

As part of Oracle Consulting's strategic services group, developed business cases for clients showing hard dollar, soft dollar and intangible benefits; managed projects, architected solutions, and ran a service line of 50 implementation consultants.Performed key billable roles:• Assisted General Electric (GE) in the estimation and design of a Sales Force Automation system. Worked with the client to determine and clarify the system requirements, and then developed a detailed Function Decomposition Diagram (FDD) and a data model of the proposed system. Used the FDD and data model, along with an Excel-based analytical model, to determine level of effort for development of the proposed system.• Managed the analysis and design phases of a Sales Force Automation implementation, for a $2 billion division of a major software company. Conducted requirements gathering workshops throughout the United States and Canada to determine feasibility of the proposed system. Developed a successful proposal for system implementation, and managed the design of the business and technical solutions.• Reduced invoicing costs by nearly 40% via Receivables process improvements at Cablevision by facilitating a three-day business redesign workshop involving company personnel from across the country and identifying several immediate, specific process improvements.• Reduced order cycle times by 80% and identified $15 million in revenue opportunity at Teradyne.• Delivered a 200-site applications, custom development and data warehousing program for Marubeni America as Project Manager.

Retained by CSC’s Systems Engineering Division to provide CRM, BPR, project management and solution architecture services.Performed key billable roles:• Developed an evaluation plan to support the selection and re-engineering of core business processes at over 2,500 United States Department of Agriculture field sites . Devised a multi-attribute decision model which was used to rank and prioritize core business processes for re-engineering projects. This project directly implemented recommendations of the National Performance Review.• Reengineered the USDA Rural Utilities Service's (RUS) financial information collection and reporting process, replacing an outdated manual system with a solution incorporating automated data collection, Electronic Data Interchange, automated quality control and automated desktop publishing. The redesigned process reduced costs by 59 percent, and reduced end-to-end cycle time by 65 percent.• Led the development of Windows-based, client/server reporting and Decision Support Systems implementing the reengineered business process, and enabling the client to efficiently process and analyze financial and operating information submitted annually by over 2,000 public and private utility companies.• Reengineered the RUS' loan servicing process, replacing manual reports with an online interactive loan information system. This provided all loan analysts and other decision makers throughout RUS with "on-demand" access to current loan accounting data. As a result, RUS decision makers are making more accurate decisions, reducing the agency's risk. The direct labor costs associated with the process were also reduced by 56 percent, and end-to-end cycle time was reduced by 55 percent.• Led the development of an integrated set of financial information systems used to perform the reengineered servicing process (disbursements, billing, collections, adjustments) for $38 billion in outstanding accounts.

Conducted independent assessments and audits, competitive intelligence operations, and process/product benchmarking to improve performance, highlight competitive strengths and mitigate competitive weaknesses of client products/solutions.Performed key billable roles:• Managed the Price/Technical Tradeoff (P/TTO) impact analysis for the $500 million Sustaining Base Information Services (SBIS) acquisition. Supervised a team of engineers and computer scientists in performing quantitative analyses involving the use of queuing theory, utility theory, decision trees, regression analysis and other quantitative techniques. Utilized a software estimation tool to evaluate productivity claims and software development cost estimates provided by the vendors. Developed models in Microsoft Excel to evaluate proposed end user support configuration, system administration and support configuration, and utilization of fiber optics. Successfully defended the results of the analysis, avoiding post-award litigation.• Conducted an assessment of the $30 million Defense Transportation Payment System development effort, making key recommendations in the areas of life-cycle management, quality assurance and testing which were accepted and implemented by top management.• Facilitated development of the Army's $1.2 billion Reserve Component Automation System (RCAS) Independent Technical Evaluation strategy; rewrote the RCAS Test and Evaluation Master Plan.

Branch Chief responsible for Quality Assurance (QA) and testing programs for all enterprise personnel/HR and project/engineering management systems within the Department of the Army. Later assigned to the Office of the Assistant Secretary of the Army for Research, Development and Acquisition).Responsible for the design of independent, third-party tests and Live Test Demonstrations in support of life cycle decisions, to include development of demographic models and exercise plans based on system user populations. Responsible for the development of technical and operational system documentation to include Test and Evaluation Master Plans, Independent Evaluation Plans and Reports, Test Design Plans/Reports and Detailed Test Plans/Reports, as well as user/operations manuals and associated policy documents.Team contributor representing USAISEC, working with personnel from the Army Test and Evaluation Agency, Operational Test and Evaluation Command (OPTEC), and Deputy Under Secretary of the Army for Operations Research (DUSA-OR), to contribute guidance in the development and implementation of the Carnegie Mellon University Software Engineering Institute’s (SEI) Capability Maturity Model Integration (CMMI) initiative (Department of Defense was the primary sponsor of SEI and the CMMI).Performed key billable roles:• Developed and executed Automation Quality Program Plans for over 30 Army corporate-level engineering management, personnel and executive software systems; developed test plans and procedures; conducted test plan workshops and meetings; conducted Software Qualification and Software Acceptance Tests; developed test analysis reports; performed systems validation; and developed recommendations on the acceptability of system software baselines.• Designed the methodology for conducting quality assurance and testing during the ASIMS Transition data center consolidation project involving five regional data centers and 47 military installations across the US.

Graduate, U.S. Marine Corps Officer Candidate School (OCS) - America’s toughest leadership development program.