Work as driver for organizational change to help PGA TOUR Superstore modernize merchandising processes and identify & execute strategic opportunities:-Led national supply chain analysis between merchandising, store operations, and external vendors, identifying location for new distribution facility and scalable processes to reduce distribution costs by estimated 25%, and streamlining in store labor for an estimated 20% labor savings-Created business cases and presented next steps and go/no recommendations to CEO, Chief Merchandising Officer, and VP of Strategy for launching multi million dollar in house brands and independent golf/bar entertainment concept-Researched acquisition targets and presented recommendations to CEO and VP of Strategy on best targets that would decrease key costs by 50% and enable PGATSS to become a market leader in the fastest growing sector of golf-Redesigned new project creation processes to develop consistent scorecards and business cases for $1M+ projects, worked with marketing, IT, merchandising, and operations teams to complete business cases and led workshop with senior leaders to present findings and complete scorecards, gain consensus, and align spending to strategic roadmap-Coordinated accounting, merchandising, and external shipping partners to conduct a supply chain cost comparison, switched vendors to PGATSS account and explained expectations to vendors, reduced current shipping costs by 25%-Led merchandising and IT teams to evaluate order entry processes and tools and created a standardized, automated solution that worked with legacy systems, decreasing order input time up and reduced associated labor costs up to 80%-Spearheaded SKU rationalization, analyzed key sales and profitability metrics to present findings and next steps to merchants to cut costs and improve revenue from for $20M+ revenue department that had declining gross margins

Worked with banks on a variety of challenges from designing and standing up a new enterprise contract management system and facilitating workshops to understand user requirements and needs. I have also developed experience in merger integration helping to develop new processes that integrated best practice from multiple organizations-Analyzed current processes and operating models from legacy institutions, facilitated process mapping sessions to gain consensus and approval from key stakeholders for departments banking merger, leading to one integrated departmentLed change management for LoB in banking merger integrations, achieving seamless departmental consolidation and enhancing operational efficiency-Developed capability model and business case for new enterprise contract management system for top 5 US bank, facilitated workshops to evaluate use cases, and created journey maps and user personas to understand user needs

Served as a summer associate working in the analytics department to improve underwriter portfolio management tools and strategies. Interviewed underwriters and management to understand current practices and desired new functionalities. Analyzed available tools and upcoming IT system improvements to determine potential consolidation and viability of future tools. Designed preliminary portfolio management dashboards. Delivered short term action plan and long run strategic recommendations to enable improved underwriter portfolio management.

Worked with data collection and analysis bureau helping the IT department to create a cost model, improve budget planning and execution, and prepare the funding request and justification for the IT -portion of a multi-billion dollar program. Performed cost estimate for a $1 billion IT modernization program,

Worked with bureau that collected taxes and regulated industry; performing budget, finance, and acquisition work. Responsibilities included creating yearly budget for the IT department, preparing and presenting weekly financial briefs for the CIO, assistant CIOs, and program leads, monitoring and maintaining maintenance renewal contacts of all IT systems, completing Treasury and CPIC data calls, procuring items and services, and facilitating communications between vendors and client teams. I spearheaded the creation and monitoring of an inter agency agreement that enabled the bureau to provide shared services to another government agency and split common IT costs. I also lead projects to review contract spending levels to ensure proper billing and reclaiming of any remaining money as well as created a cost model to recover indirect costs associated with services provided to another government agency. I helped create a model to track spending during a continuing resolution that enabled the bureau to prove the bureau is compliant with government spending regulations.I previously worked with the a bureau focused on office space leasing and management. I developed an approach and managed the project team to perform a gap analysis of standards operating procedures and coordinated weekly project overviews.