Proven track record of driving product strategy, optimizing user experience and delivering innovations and solutions. Successfully reduced call volume by over 50% for pre-boarding new hires through a streamlined experience informed by the Voice of the Customer data. Developed and defined a user experience strategy for leave of absence process including knowledge enrichments, digital experience modifications and manager support features to help employees navigate leaves while reducing cognitive load. Utilizing agile methods, continue monitoring feedback through third party vendor call data and internal help desk metrics to monitor key performance indicators and execute phase II outcomes. Oversee product manager efforts to enhance day to day “business as usual” process experiences including time tracking, compensation cycles, recruiting and payroll tax functions.

Lead process optimization and improvements while overseeing day to day pre-onboarding operations for 20k+ hires annually. Oversee 25+ people in conducting background screening, adjudication and pre-employment processing. Successfully navigated through pandemic period with movement to 100% remote work maintaining a 5 day turnaround 90% of the time. Partner with product and technology to evaluate onboarding end-to-end processes resulting in roadmap of key areas for optimization and enhancement of the employee experience. Participate in up to 5 audits per year, both internal and external, with zero findings over the course of tenure.Oversee day to day operations for team creating and assigning over 600k+ learning assignments on a quarterly basis to 70k+ employees. Successfully coaching a team of 14+ people into an agile way of working from intake to consultation with stakeholders to execution of needed course assignments. Teams are refocused around function and aligned with specific business line stakeholders with goal to improve customer satisfaction. Team regularly receives high 4s for customer satisfaction on a 5 point scale. Team was recognized by executive leaders for exceptional work quality.

Provided oversight of a $35M program to replace a legacy Human Resources System with industry leading technologies including ServiceNow and Workday. Primary lead on financial management, issue management, vendor management with key business consulting partner in addition to all standard program management duties for execution. Recognized leader within program for anticipating and managing issues, providing guidance and influence as required. Successfully delivered new portal and case management capabilities to enhance the employee experience. Continued support in coaching new product management model for strategic planning of improving the employee experience including canvas mapping, strategic technology road-mapping and identification and measurement of key business outcomes. Day to day helped drive solutions to evolving technical obstacles for a large “big bang” implementation. Program delivered on time and under budget.

Successfully implemented an agile way of working to a team in support a complex enterprise wide engineering validation solution bringing recognized success to expanding system’s capabilities and value. Brought agile methodologies to a web based application team in an effort to stabilize a key planning and validation application utilized in engineering design validation. Coached the business owner into a product owner position, helped establish a clear vision, guided effort to create a strong supporting SME advisory community and drove discussions for creating clear prioritization criteria for the backlog. Onboarded an entirely new team and performed Scrum master duties helping coach execution. Within 5 months, the team executed on three key releases adding high value business features. The budget is expected to quadruple for next year and the product team is seen as a strong success story within the IS organization.Performed program management support to the internal IS organization in identifying and developing key initiatives to support the growing area of telematics. For this engagement, worked to bridge communication gaps between distributed technology groups in the process of building and executing on new telematics technologies for power sports vehicles. Provided input into IS directors and potential project opportunities specifically in areas of analytics, vehicle history and shared customer profiles. Continuing to drive discussions between engineering and hardware technology groups to drive requirements for capture and reporting of telematics data and the subsequent ECM requirements. Outputs these discussions drive hardware requirements within engineering in addition to the architecture requirements for business intelligence.

For a corporate trust group of a large bank, was a senior project manager on an initiative to create an IT road map for current funded initiatives and future projects – Worked with business issues and opportunities to be aligned with current and future initiatives. Worked with the technology groups to gain clear understanding of current technology program and provided key recommendations for increasing the success of the program. Engaged in project assessment to identify key risk areas and mitigation recommendations. Facilitated sessions with business and technology stakeholders in order to attain a shared understanding of attainable scope given budget and time constraints. Proposed a more focused project approach to project initiation and execution including specific areas of risk including scope, project structure, stakeholder analysis and communication strategies.For the fifth largest bank in the US, served as project manager and business process analyst for an engagement to create a centralized trust administration strategy and roadmap for personal trust operations for high net worth clients - In addition to standard project management duties, created and proposed the scope of a centralized trust organization for personal trust. Identified key processes that could be centralized, the organizational structure, the cost/benefit analysis and an implementation strategy and plan. Worked with the business analysts to drive out the details for the to-be state of candidate processes utilizing a business process modeling tool. Managed the analysts work related to driving out gaps of the candidate system for supporting the new centralization. Created all collateral for marketing and communication of the strategy to other groups within the bank. Presented materials and project status to appropriate senior personnel.

Performed a project review of a Global Sourcing Office (GSO) work order management system rewrite. Suggested and subsequently managed an opportunity assessment of all stakeholder groups for the GSO. Compiled a multi-year strategy for systems and operations support that was accepted and followed.Planned and executed a medium-sized project through all phases of the project life cycle for a Business Insurance specialty unit. Created business implementation plan and managed delivery to hundreds of business insurance agents. Within the Solutions Delivery Group, assigned to one of Personal Lines most strategic projects. For the Personal Lines group, played a lead role in a top strategic effort in support of personal insurance underwriting. Led the business development activities by creating the proposal and approach to the efforts. Independently lead the multi-site effort as the overall Program Manager for the roughly $1.4 million project until project was transitioned to a local project manager for the implementation phase. As an IT manager, drove a key initiative to mentor and develop business analysts. Hand selected for the creation of a robust Technical Development Program (TechDP) for recruitment of college graduates. Worked with TechDP director to develop a solid framework for training and growing young professionals within Business Insurance IT. Continued as manager for all St. Paul based TechDP participants as well as a key mentor to Hartford based participants.Organized and launched a multi-million dollar research and development effort focused on insurance product development. Completed an assessment of the program and recommended a course of action based on opportunity assessment and risks.

Served as a project manager for a leading legal technologies, data recovery and software company to manage highly confidential electronic discovery projects for the electronic evidence division. Primary responsibilities included computer forensic projects. Managed a portfolio of projects relating to computer and digital technology, including the investigation of computer intrusions, Internet fraud, identity theft, harassment, misappropriation of intellectual property and other improper civil and/or criminal conduct. Portfolio included the most high profile, high revenue projects of the project management group. These complex projects were consistently completed within schedule many times compressed due to court orders and government imposed deadlines. Responsible for lead management and customer relationship management for incoming computer forensic projects including identification of project scope, proposal presentation, contract negotiation and execution. Customer reviews indicated consistency for meeting or exceeding expectations. Chosen to assist and provide recommendations in the requirements analysis and review of business systems to improve processes related to customer relationship management and project management for the computer forensics division.