Douglas Sutton Email & Phone Number

Cincinnati, Ohio

Currently working in financial services and manufacturing helping senior leaders grow their businesses and improve their bottom lines through a focus on effective operations and technology management. Recent accomplishments:1. Educated the senior leadership team of a Fortune 500 Life Insurance firm on a Project Portfolio Management process to provide for "value-based" and strategic alignment initiative selection and prioritization. Developed an implementation approach and timeline and with a team of internal business leaders implemented Demand Management, Capacity Management, and Prioritization capabilities; process and technology.2. Led a strategic business transformation with the senior leadership team of a Fortune 500 financial services firm's retirement business unit to improve the customer experience, increase revenue, and reduce cost per participant for retirement services. Developed the transformation strategy and approach, governance process, and implementation plan. With a team of internal business leaders effectively drove the execution of the plan while at the same time developing a process management mindset and implementing business management disciplines to ensure improvement sustainability.3. Conducted a detailed analysis of a Non-qualified Plan business unit of a Fortune 500 Financial Services firm's retirement division. Developed an approach to integrate the business unit into the parent company, streamline operations, and reduce overall cost per participant. Engaged over 100 associates in defining and documenting their core processes and developing future state process designs to eliminate waste and increase customer value.4. Developed a client on-boarding process for the technology organization of an industry leading record-keeping service provider. Designed a process to serve as a sales tool and support the internal management and control of client migrations onto the providers technology platform.

Greater New York City Area

As a member of a strategic corporate group developed an operating model and engagement approach for a global Operations Excellence Center of Excellence to deliver bottom line financial improvement through continuous improvement best practices; Lean, Six-Sigma, TQM. Additionally: 1. Held a lead role in developing a global Finance Operating Model.2. Working with front-line associates, conducted a detail analysis of the Reinsurance Accounting function identifying $4 million in savings opportunities through process improvements and managing supporting technologies more effectively.3. Identified double-digit unit cost savings in claims processing through effective resource capacity management.

Cincinnati Area

Played a key leadership role as an executive member of the largest provider of 401K and 403B retirement plans with over 20,000 plans, 12 million participants, and $820 billion in assets under management. Developed, prioritized, and drove a strategic transformation initiative to standardize business processes and supporting technologies, ensure regulatory compliance, and reduce cost per participant.

Cincinnati Area

1. Delivered exceptional customer communication services to Fidelity's distribution channels through a full range of high volume inbound and outbound document processing capabilities. Drove double digit year over year performance improvement providing leadership to all business functions including operations, technology, internal customer management, risk, and learning and development.2. Delivered over $100M in bottom-line financial savings to the firm and won two national quality awards by successfully building top-performing, highly motivated teams through management effectiveness and ongoing employee development. Achieved double-digit improvement in quality, service and costs through value-add technologies and the application of industry best practices including the Balanced Scorecard, Business Process Management, Lean and Six Sigma.3. Held a key leadership role in Fidelity Wide Processing's first Enterprise Resource Planning (ERP) implementation.

San Antonio, Texas Area

Developed two manufacturing centers of excellence at Bausch & Lomb (US and Mexico) through the implementation of Lean manufacturing strategies achieving double digit improvements in quality, service, and costs, delivering $10 million in recurring savings, and achieving ISO-9002 certification.

Rochester, New York Area

Reengineered the operation from a functional factory to a product-focused factory to more effectively manufacture HF Communications products.Using Lean Manufacturing principles drove operational improvements yielding a 45% reduction in floor space utilization, 12% improvement in quality, 35% reduction in WIP inventory, 90% reduction in manufacturing lead times, and a 15% reduction in unit costs.Reengineered the use of a mainframe ERP system to more effectively support the demand driven job shop manufacturing environment and reduce IT support costs.