Donna Hart Evans, Pmp, Csm Email & Phone Number

Chandler, Arizona, United States

Responsible for managing large, complex programs consisting of a set of interrelated projects and/or programs to achieve the overall strategic initiatives, often with regulatory impacts. Internal programs include the merging of two Rogers business units, and the recovery and rebuild of UTIS, a Rogers company in South Korea, following a fire which resulted in complete loss of the property. Selected to lead the implementation of manufacturing footprint optimization programs and other strategic initiatives.External programs include the support of mergers and acquisitions. Assigned to Integration Management Office (IMO) to manage day one activities and identified integration work resulting from the acquisition of Silicone Engineering (UK), while simultaneously working with Senior Management and Chief Counsel to coordinate pre-closing requirements for the potential DuPont acquisition of Rogers Corporation. The DuPont merger agreement was later terminated due to regulatory clearance delays.As a member of the EPMO, provides input into standardized templates and processes, and mentors project managers within the organization. Developed guidelines for the management of confidential projects and programs.

Mesa, Arizona

Program and Project Management supporting Employee and Labor Relations strategic initiatives for HR Services’ vast service portfolio in support of internal stakeholders across the globe. Special Projects Include: Human Resources Global Process Owners (HRGPO) readiness for Workday/Worklife implementation – Worked with cross-divisional teams to ensure project plans were created and achieved, specific milestones were reached, and obstacles escalated in preparation for the implementation of the Workday cloud based platform and Worklife, the new internal service portal. Health Services Subsidiary Integration – In support of the “One Boeing” strategy which seeks to integrate Non Fully Integrated Subsidiaries into the Boeing enterprise, this effort is meant to reduce cost, drive efficiencies and optimize operations. As part of this integration, Boeing looks to harmonize these subsidiaries’ Total Rewards programs to align more closely to Boeing’s. Health services identified for integration include Drug Free Workplace, Post Offer Medical Screening, Accommodation Services, Employee Assistance Program, International Health Services, Clinical Services, Occupational Health & Aerospace Medicine and the Industrial Athlete Program. Led Tiger Team to address fraudulent Unemployment Insurance claims targeted at Boeing employees during the increased claims resulting from COVID-19 layoffs and furloughs.Supplier requests for proposals, vendor selection and implementation for Immigration Services and Industrial Athlete programs, to include compliance review and data security through technology Fit for Use (FFU) process. Follow up work included historical reporting capabilities for future audits and retirement of systems.

Gilbert, Arizona

Responsible for the successful launch of all new Isagenix consumable products and accessories approved through a formal Stage/Gate process, project management for the implementation of new technology software supporting Product Development and Supply Chain, and collaboration efforts across Operational departments to ensure alignment.Managed team of Program Managers responsible for the launch of products at worldwide Isagenix event, discontinuation of products and special projects. This included the utilization of consistent documentation through standardized project management templates and processes.Collaborated with Project Marketing, Product Development and Leadership to create a formal intake process for new product requests, an achievable 3 year product roadmap, and created consistent reporting to ensure executive and team members were advised of project status, risks delays and next steps. Further improvements to the Commercialization process allowed Isagenix to triple the number of skus launched year over year.Obtained Prosci Change Management certificate and acted as Change Management Consultant in the implementation of the Customer First Program, a major change to the Isagenix business model. Utilizing the Prosci ADKAR model, employees and sales associates were led through each phase of the change. Upon implementation, governing agencies commended Isagenix for their pro-active approach to fluctuating regulation in the industry.Additional Special Projects Included: • The Unified Asian Formula Program which, when possible, consolidated formulas and labels for Asian markets to share MOQs and inventory for a smaller customer base. • The launch of the Informed Sport certification program for performance products; revised Commercialization process to account for formula review and pilot testing by the certifying laboratory.• Installation of solar panels on parking structures at corporate headquarters, in support of the sustainability initiative.

Gilbert, Arizona

Responsible for the management of complex business programs and IT projects, most of which crossed multiple functional business areas. Required to interact with senior executives and global team members and establish effective, team oriented working relationships with all involved in assigned projects. Required to ask challenging questions, analyze situations, and develop clarity around program or project requirements and/or processes to insure alignment. Instrumental in the introduction of new facilitation techniques and materials into the PMO. Created a standardized project template and repeatable process for the commercialization of new products. Led a team of 30+ cross-departmental representatives to collaborate and understand interdependencies and establish priorities, while identifying process improvement opportunities and preforming facilitated sessions to ensure collaboration and buy-in from all departments. Implemented recognition program to celebrate team achievements. Worked with the Human Resources Talent Acquisition team to document future state Lean Processes to complement the implementation of an iCIMS Software Suite; software specifically created for effective recruitment marketing, applicate tracing and efficient onboarding. Headed global project team to product and deliver U.S. Isagenix products in support of multiple retail marketing channels in the Republic of China, and develop unique products specifically for this international customer.

Phoenix, Arizona

Maintained accountability for the University of Phoenix Operations strategic initiatives through final implementation. Interfaced with all areas affected by the program including end users, technology and client services to provide a single point of contact for respective portfolio. Defined scope and objectives, including identification of critical success pathways and appropriate parameters. Developed detailed work plans schedules, estimates, resource plans and status reports to layout the progression and scope of individual projects. Conducted meetings and was responsible for project tracking and analysis. Ensured adherence to compliance and quality standards and reviewed project deliverables to decrease instances of scope creep. Managed the integration of vendor tasks and tracks and reviewed vendor deliverables. Worked with Organizational Change Management team to ensure successful delivery of program whether technology or process driven. Special Projects included: • Successfully coordinate the launch of Salesforce and Genesys software platforms. • Worked with the Military Education Operations Division to grow Non-Title IV education strategies.

Phoenix, Arizona, United States

Responsible for the effective project management of aircraft maintenance requirements introduced in the Technical Operations group, ensuring that the appropriate operating groups met key milestones and that mandatory company imposed project delivery deadlines were achieved. Projects included Company and FAA mandated maintenance requirements and recommended reliability enhancements for the entire US Airways fleet. Developed and maintained a rolling one-year maintenance resource requirement plan to be used throughout the organization to effectively communicate and plan for fleet maintenance requirements. Managed and coached team of Project Managers and Planners to create and implement plans for and report progress of Airworthiness Directive maintenance mandated by the FAA. Accountable for the development and management of processes/procedures consistent with operational strategies, enhancing the Company’s ability to complete maintenance safely, efficiently, and on time. Managed enterprise-level projects, including high risk or high visibility work being accomplished on the aircraft, such as the installment of reinforced cockpit doors and the complete interior upgrade to the fleet.

Phoenix, Arizona, United States

Promoted to Sr. Project Manager after obtaining PMI credential and added cross-divisional projects to responsibilities.Acted as Sr. Project Manager for the PMO team for Operations Integration in the America West/US Airways merger. This entailed not on the creation and implementation of a consolidated plan, but also working on a team with the FAA and project managers from the Technical Operations, Airport Customer Service, In-flight Customer Service, Flight Operations, and Technology Divisions. Although considered aggressive, the 18 month merger was completed in May 2007. Additional duties included hiring, training and managing the project managers within the Technical Operations Planning Department, implementing new policies and procedures resulting from the merger, and managing the new Embraer 190 fleet induction.

Phoenix, Arizona, United States

Responsible for ensuring the compliance of FAA directives in the timeframe and standards assigned, while addressing the interests and concerns of the airline. Worked with Engineering, Maintenance, Supply Chain, Quality Assurance and Aircraft Records to ensure compliance of mandated aircraft modifications and routine/recurring maintenance and inspections. Managed special projects, such as the 737 C-ck span reduction and performed research to create a paint program for the airline. Part of team to activate the Project Management area within the Planning Department and assisted in the creation of a data warehouse used by all department in Technical Operations. Acted as Project Manager in the implementation of the new Production Control Department, to include mapping of processes, hiring and creating training schedule for staff, and creation of policies.

Phoenix, Arizona, United States

Responsible for the planning, activation and implementation of the heavy maintenance schedule for Boeing 757 and 737 aircraft. Built the work package of maintenance to be accomplished, coordinating with contracted maintenance vendors and all departments within Technical Operations.

Phoenix, Arizona, United States

Responsible for the proper assembly and scheduling of all work requirements for overnight maintenance, validating that all mandatory company and FAA requirements were scheduled to ensure the safe operation of the fleet. Principle coordinator with Route Scheduling to ensure current and future aircraft routing maximized our nightly maintenance activities while minimizing disruption to flight operations.

After working briefly in international sales for America West Vacations, supported agents by clarifying complex issues and relieving them from difficult calls when necessary. Acted as liaison between all departments and responsible for management support for internal and external customers. QM representative for company projects, such as computer program testing, document workouts and revenue management. Directly involved in the production and implementation of policies and operational directives.

United States, Spain, The Netherlands, United Kingdom

Aircraft Technician and Supervisor on F15, F15E & F16 aircraft. This included troubleshooting and repair of the F100-100/200/220 engines while installed on the aircraft, as well as teardown and build up in the shop environment. Worked special projects in the Maintenance Operations Center, Maintenance Debrief and Maintenance Planning areas. Stationed at Luke AFB, AZ; Torrejon AB, Spain; Soesterberg AB, the Netherlands and RAF Lakenheath UK.

Certificate, Change Management

Certificate, Project Management

Bsbm, Business Management, Project Management

Aas, Management

Aas, Aircraft Propulsion Technology