Providing business transformation leadership for a financial services organization going through a growth period. Providing expertise and direct hands on development for business strategy, vision/mission creation, business model changes, client segmentation, and client experience.

Cargill Global IT stood up the Value COE to focus on value realization. Utilizing Theory of Constraints (TOC) and Lean Six Sigma (LSS) combined with strategic business consulting, built the Process Value Innovation team to attack business issues in two ways: business simulations and data analytics & forensics. Utilizing Theory of Constraints (TOC) and Lean Six Sigma(LSS) combined with strategic business consulting, built the Process Value Innovation team to attack business issues and drive to value realization in two ways: business simulations and data analytics & forensics. • Achieved $2M working capital reduction and cut 3 weeks of inventory lead time for frozen chicken business using TOC rules in a business simulation. Currently working an inventory strategy business simulation project for a food ingredients business with estimated savings of 40-50% inventory reductions. • Saved $1M+ in excess inventory write-off and $100K+ in salvaged inventory through data analytics & forensics. • Currently working an On-time and In-full data analytics & forensics project for a consumer foods business with estimated savings of $10M.

Provided framework, leadership, executive presence and extensive Global IT experience while leading a SRM strategy project for the Infrastructure SVP and VP's of a leading financial and insurance management company. Determined the strategies, approach and roadmap to adopt in order to improve their execution of services, operational performance criteria and customer satisfaction utilizing DMAIC and ITIL processes for improvement.Working with a leading pharmaceutical benefit plan management company, provided BRM (business relationship management), process mapping/improvement, and coaching experience to establish the BRM function for the infrastructure team.

Operationally: Ensure the health and on-going successful daily operations and management of the SJM Global SAP instance.Strategically: Provide value added services to SJM businesses by ensuring timely problem management; applying RCA techniques and running CI projects that increase effectivenss and efficeincy;Success built with heavy collaboration in highly matrixed organization, partnering with business functions for vision, strategy, requirements and solutions.

Develop and manage the Quality System for the largest division of Medtronic. Prepare and work with internal and external audit agencies (Internal Audit, TuV, FDA, etc.). Align quality system with the FDA and international standards bodies (ISO 13485, RPAL, etc.)

Under my leadership ensured the success of the SOX IT audits for 2 years including implementing the solution for a major deficiency in the SAP ERP program related to SOX. Increased responsibility to add IT Regulatory and Compliance to my team implementing the structures to ensure quality was built into software and hardware.

Led the growth of the Global Partners Program (GPP), a sourcing strategy program established for IT. Acquired additional responsibility for managing several global finance, JD Edwards and regulatory application service functions. Provided world-class IT application development and support services to business unit and corporate clients. Developed and executed resource efficiency strategies to create bandwidth in staff and/or surplus dollars to assist the SAP program by providing resources (people and dollars) for critical deliverables.Led the revival of the internal company portal. Managed the communications team during initial stages of the Global Implementation of SAP ERP project, while also managing the business relationship management (BRM) program for shared services.