- As a Data Science Therapy Area leader, led and coached 2 internal and 10 off-shore resources in kicking off and/or completing > 60 projects in 2Q2023, 3Q2023 and 4Q2023 to-date, delivering value to 6 different Therapy Areas (e.g. HIV, COVID, ABX, CMV, etc.).- Coached 2 internal direct reports, identifying career goals, strengths, and development opportunities.Expect to spend the upcoming year identifying promotional opportunities for 1 of those direct reports,while simultaneous coaching both in strengthening their current skillsets.- As a project leader, successfully lead the design and deployment of the CAS Data Science Pharma's new Jira board, enabling the CAS DS Pharma team to utilize standard definitions for field selections, as well as ensure appropriate resource utilization.- Successfully lead deployment of new team Technical SOPs for code version control, code review anddocument storage, allowing the team to create consistently structured projects, while providingmechanisms for ensuring code is optimally written and deployed.

- Using R Programming & RStudio Shiny (w/ PostgreSQL database), developed & deployed Distribution Utilization interactive dashboard, enabling executive team members to reduce waste in expired, excess & obsolete.- Worked with DC CI leaders to analyze significant product associations shipping via parcel shipping methods. Utilizing Market Basket Analysis/apriori modeling, identified 20+ significant associations, enabling site leaders to reorganize case-picking areas, to minimize wasted motion, by co-locating those SKUs likely to be ordered together. Deployed application via RStudio Shiny, enabling CI leaders to routinely refresh analysis, as needed.- In partnership with a DC CI Manager, developed a 3D bin-packing model to determine the most efficient parcel shipping overpack box sizes. Recommended 5 new overpack box sizes, from the previous 2 box sizes in use. Expected to yield ~$300k annual savings in line-haul cost at that DC alone. Deployed model to RStudio Shiny server, enabling CI Managers in other DCs to utilize same model, as well as continuously re-assess box sizing, based on current product mix.

- Coached Transportation Project Leaders in delivering >$4.1M savings YTD in FY20, exceeding FY20 target of $5M. - Worked with LTL shipping vendor to improve vendor performance, by identifying opportunistic shipping lanes and subsequent action plans, improving vendor OTIF performance by ~10%.- As an event co-facilitator, led Kaizen event at specialty Distribution Center, improving the occurrence of “critical incidents”, leading to an improved customer experience.- Engaged NA Transportation Analytics team to develop strategic plan for upcoming fiscal year, including expanding team’s capabilities, as well as marketing team’s capabilities to broader internal audience.- Deployed process for Data Analytics Team’s work requests, improving resource allocation, and operational efficiency.

- As an operational leader, led team of Six Sigma Black Belts, Project Managers, and Program Managers, as they successfully executed a portfolio of 14 operational projects, resulting in $20.1M annual operational savings/revenue improvement.- Led team in delivering a completed project portfolio of 18 operational projects with estimated value of $30.1M annual operational savings/revenue improvement in 2019, against annual goal of $28.5M.- Successfully developed and implemented new team portfolio management process, from project intake, through project prioritization and resource assignment, to project completion.- Implemented new operational process for identifying root cause of errors that lead to Complaints to Medicare (CTMs), allowing CTM Remediation Team to facilitate immediate actions, as well as long-term project creation.- Developed customer complaint operational dashboard, including various correlating KPIs and filters of interest, allowing operational leaders to present a concise picture of performance to their internal, and external, customers.

- As a Six Sigma Black Belt, eliminated customer abrasion by implementing customer service and sales call center visual management and improved process instruction tools, resulting in decreased repeat call volume and customer complaints, while increasing customer retention, benefiting the organization by $2.1M over 12 months.- Created and implemented a financial project overview tool (FPO) for Six Sigma practitioners, leading to improved efficiency for Six Sigma practitioners to secure Finance approval of project benefit, as well as cross-functional agreement on unit-cost, cost-per-RVU, etc.- Successfully lead a Six Sigma project team through a full-cycle DMAIC project, focused on improving customer complaints related to account termination due to non-payment. Implemented several improvements to current process instruction tools, envelope "splash" messaging, and call center scripting, resulting in $232k benefit over 12 months, from reduced complaints, repeat customer calls, and customer turn-over.- Using DMADV tools and methodology, successfully lead a cross-functional/cross-business unit project team in creating and implementing a governance process/model for managing changes to fulfillment mailing materials. Resulted in reduced duplicate rework of erroneous materials, and reduced distraction/chaos for fulfillment teams, during annual high-volume/peak seasons, benefiting the organization by $1.7M over 12 months.

- Excellent customer service skills and positive attitude, as demonstrated by frequent employee recognition awards from department management.- As a team member, contributed to $400K annual decrease in supply costs, by developing and implementing a shrink reduction plan for reducing waste and optimizing efficiency.

- Lead process improvement (and subsequently, process design) teams to rigorously apply the Six Sigma process improvement and design methodologies, and achieve business results. - Meet project goals and milestones. Deliver Just-In-Time Six Sigma Training to Team Members. Work with Business Leadership to identify and prioritize process improvement opportunities. - Provide Business Leadership with support, tools and training to conduct meaningful project reviews. - Develop multiple Green Belts (part time Six Sigma Project Leaders). - Provide one-on-one project review and mentoring in application of Six Sigma methodology and tools. - Lead efforts to implement Process Control and Management (process mapping, documentation, metrics, monitoring systems and process ownership).

- Reduced annual department labor spending by 15% ($1.4MM) by developing and implementing revised service delivery model, utilizing Six Sigma methodologies.- Improved department profit margin by 16% ($2MM) annually, by implementing operational process improvements and revenue cycle management process improvements.- As a project manager, implemented new pre-hospital electronic patient care reporting software platform, on time and within budget projections. - As a team member, contributed to 30% increase in organization net revenue by improving monthly cash collections to 120% target.- Improved annual department net revenue by 22% ($2MM) through outsourcing department revenue collections and negotiating shared service agreements with previously non-contracted provider agencies, as well as implementing improved documentation standards.- Reduced department overtime by 1200 hours per month (from 9% productive $ to 1.6% productive $) by improving staffing efficiencies and implementing revised recruitment process.- Reduced department waste through redesign of supply chain and procurement processes. Responsible for vendor selection and oversight of vendor performance.- Improved uptime of department vehicle assets by partnering with a nationally recognized vehicle repair vendor.- Improved department management of cost and revenue by creating and implementing frequent, detailed analytical reports of department cost and revenue KPIs.

- Improved department clinical performance by directly managing performance evaluations and improvement process for 200 employees.- Supported large daily workforce by successfully overseeing 40 employees deployed across 1400 square mile service area.- Improved department oversight of financial performance by creating and presenting monthly Management Operations Review report to CFO and COO.- Improved department unit hour utilization by 9% by creating process improvement project, utilizing Six Sigma methodologies for analyzing hourly volume demand data and identifying service deliverable defects.

- Successfully developed and implemented training curriculum for MICU Department staff for ePCR implementation.- As a team member, successfully configured and implemented ePCR software platform in MICU Department.