• Manage recoverable Continuous Process Improvement team providing lean six sigma services to J&J. Supporting all major programs for 15x ROI of $80M in value annually. Manage $5M budget. Services include process & task mining.• Led Supply Chain IT transformation from project- to product-centric framework. Overseeing 200 products, 400 squads moving to a product model, including culture change management.• Oversaw support of $500M portfolio of Supply Chain IT investments, matching demand to capacity for planned execution.

Lean six sigma / PMO management / organizational development / instructional design consultancy helps clients (CVS Caremark, Mass General Hospital, Michigan State University) analyze process to reduce cost / waste, increase quality, and speed up cycle times.

Engaged as consultant to assist in stand-up of IT PMO:• Program managed series of joint IT-Administration student success improvement projects.• Mentored junior project managers.• Set up PMO continuous improvement, e.g., templates, tools, metrics.• Assisted in implementation of CA PPM solution.

• Program managed portfolio of 24 I/S security projects for prescription benefits management (PBM) division, reducing $25.1M third-party vendor spend by 21%.• Managed start-up of UK-based foreign captive development center, working externally with Northern Ireland government agencies and internally with Taxation, Legal, Accounting, Compliance and IS divisions.• Managed enterprise PMO, using hoshin planning approach to provide structure and alignment to team overseeing 1,100+ projects with total budget of $55M.• Implemented new ITIL processes (incident, problem, change, asset mgt.) and facilitated smooth cultural adoption. Combined savings of $2.5M+.• Provided internal ITIL training to 400 IT managers. Learning increase from 37% to 79%.

Recruited internally to manage team of 30, $18M budget, to provide IT solutions tointernal legal / compliance division of 1,300 attorneys. Report to CIO, Corporate IT.* Managed eDiscovery, legal time-tracking and email retentionsolutions with no payback period exceeding 15 months. * Process improvement in internal software development operations. Overall defectreduction of 16%. Defect density redirected from later to earlier development stages. Annual cost reduction of $275K.Director, Quality & Operation Center of ExcellenceRecruited to report to VP, IT Quality, as lean Six Sigma black belt, leading projects todrive out waste and defects to measurably improve business outputs.