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Accountable for building a culture of quality, vendor / provider network management across the enterprise:• Balance the allocation of in-house and offshore resources to enhance the network governance foundation, including contract compliance, risk management, vendor / provider data management, and grievance and provider remediation.• Lead the strategy to build the capacity and capability to seek NCQA Credentialing Accreditation necessary for market expansion.• Demonstrate quality performance of the company’s vendor / provider networks in alignment with the dimensions of IHI's Triple Aim framework.• Build vendor / provider partnerships and enhance compliance through comprehensive training, communication, and education programs.• Direct and manage 70 employees and outsourced resources of multiple functions, locations, and product lines, ensuring effective operation of significant activities to achieve enterprise goals, and identifying areas where continuous improvement and growth can be applied.

Responsible for the development, execution and oversight of the workers compensation / health care Provider community from the perspective of quality performance and overarching compliance management. Lead the governance and direction for the development, management and communication regarding Provider performance metrics, grievance and appeals, and compliance with regulatory and contractual protocols.

Formerly known as Family Counseling ServicesServed as Board Member and obtained the position of Vice Chair of the Board in 2004. Responsible for driving the turnaround of the Board from one of operations oversight to a revenue generating focus. Transitioned to the Advisory Board in 2004. Bestowed Agency’s Honor at National Philanthropy Day 2009.

Based on the experience of building and executing successful vendor management practices, was engaged to build the company's cross - platform compliance and vendor management program.The Director is charged with developing and leading a holistic Vendor Management program that meets industry best practices and ensures good-faith efforts are made by business units:• to adopt and adhere to the company's vendor related policies and practices;• align vendor related actions and decisions with shareholder and client expectations and vendor management standards; and• comply with regulatory requirements and guidance.

Operational, security, and financial accountability for two jointly owned product platforms (Web, VRU, Mail services) including strategy and tactics development, contract and regulatory compliance, operations management, vendor management, plan and budget development / management, platform security, client relations, and program management. Balance the product platforms’ short and longer term strategic and customer objectives, including financial investment, vendor relationships and scalability options.• Initially hired to roll out a new service delivery platform to enable clients to meet federal regulatory requirements, delivering it on time and within budget.• Provide risk management assessment and control across a broad array of corporate activities including regulatory and legal compliance oversight for modifications to Web, VRU/IVR channels and W3C requirements.• Reduced client companies' expense exposure by reducing VRU/IVR call time by 41 seconds per call; renegotiated vendor Web contracts (a 14% annual savings) and VRU/IVR contracts (a 21% annual saving), and restructuring of mail service delivery contract (a 15% savings).• Aggressively managed vendor relations through monitoring frameworks to track and report non-compliance with contracted operational and security goals.• Led the upgrade of platform security through design of Website Distributed Denial of Service (DDOS) solutions; pre-texting mitigation solutions for VRU/IVR systems and solutions to encrypt data in transit and at rest.• Achieved a 99.9% service delivery platform availability for 7 years by holding vendors accountable to contract terms.

Formerly known as Alltel Information Services Vice President; Project Office, Development Center, and Quality Assurance Testing• Recruited by senior leadership to turnaround the performance of the quality assurance department. Built a results-driven management team and established best practices for functional testing.• With growth of responsibilities, assumed leadership, mentoring, training and supervision of up to 70 employees.• Led the customization and deployment of an enterprise project management tool suite across the development, testing, conversion and implementation departments. Delivered on time and under budget. Vice President; Project Control & Reporting Office• Transformed project office performance from late and over-budget delivery to on-time, on-budget delivery of product development projects, according to customer requirements. Improved project delivery 40%.• Led the construction and implementation of an efficient project management practice, including compliance monitoring to ensure individual accountability.

Senior Director; Project Office• Established a project office function to enable the on-time delivery of system customizations.• Recruited by corporate leadership to lead a cross-functional group of senior team members in the redesign of the systems implementation process. Reduced project-to-operations transition time 50%.• Estimated work effort for new clients, generating $5 million in new business.Manager; Implementation Services• Transformed a business requirements organization into a unified team that produced customer-driven results, including creation of a new revenue-generating capability for the company.• Facilitated a reorganization to align resources with customer deliverables, reduce project management overhead by 25% and promote on-time delivery of system customizations.

Performed multiple roles while employed at both the NC and FL Blue Plans and as an external Management Consultant.Information Management Consultant• Facilitated development of strategic plans for a new service delivery approach• Identified enterprise-wide data quality issues and analyzed their impact on various customers and departments within Blue Cross Blue Shield of Florida. • Led resolution of high-risk issues to enable administration of 130,000 patients’ medical events.Director; Sales/Market Management• Built a management reporting and analysis unit for the group market segment; initiated development of regional marketing strategies to obtain sales and persistency goals.• Executed implementation of a sales reorganization to reduce the annual budget by $1.6 million.Reengineering Team• Recruited by senior leadership to plan, design and implement new demand and disease management capabilities; led the research, analysis and conceptual design of the new process.Manager; EDI Operations• Managed operations; increased staff productivity; established policies and procedures.Management/Planning Consultant• Recruited by corporate headquarters to facilitate the development of strategic business plans and financial forecasts for a $1.3 billion segment of the business.Project Manager• Facilitated the region’s operational planning efforts; coordinated/communicated various projects and/or evaluations designed to create and maintain competitive advantage and local presence.