Eric Seidel Email & Phone Number

Pittsburgh, Pennsylvania, Us

Pittsburgh, Pennsylvania, Us

Pittsburgh, Pennsylvania, Us

As Director of Operations, Retail Banking Strategy & Execution, I am accountable for developing and administering a suite of enterprise programs that enhance the bank’s technological capabilities, mitigate operational and reputational risk, protect the bank’s assets and its clients, and drive progress toward strategic business goals. Among my accomplishments, I have:➥ Conducted deep dives to assess and control operational risk related to PNC’s national expansion; partnered with matrixed leadership teams to engineer a seamless transition from a legacy technology stack to a fully digitized platformification model.➥ Introduced an enterprise-wide technology to manage a high volume of compliance and risk data, enabling the automated creation of process models at a programmed level of granularity.➥ Launched the Risk and Compliance Tool (RCT), which was customized to provide an integrated Compliance Management System (CMS); drove sustained improvements in key metrics designed to improve the Efficiency Ratio.➥ Established a standardized approach governing the integration of emerging Regulatory Technology (RegTech) controls into the bank ecosystem.➥ Employed a combination of internal systems and external vendors to transition from a manual Risk and Control environment to a more automated system. ➥ Periodically identified and remediated significant issues with end-user computing, and regulatory compliance. ➥ Consolidated vendor contracts to eliminate overlapping services across departments and achieve $3-6MM in annual savings.

As Managing Director, I was tasked with leading cross-functional teams (including 3-17 direct reports) to managing a suite of projects encompassing the evaluation of client operations, optimizing workflows, establishing and monitoring KPIs, and engineering efficient new processes. Some of my key projects include:➥ Grumman Olson (a $318MM Custom Truck Bodies & Parts Corporation): Developed a LEAN Management System as head of multiple teams; improved manufacturing lead times by 53%, reduced on-hand inventory by 27%, decreased quality issues by 68%, and reduced temporary employee headcount by 78% and regular employee overtime by 34%. Overhauled logistics and supply chain processes to increase inventory turns from 12.4 to 18.3, reduce working capital requirements by $1.3MM, and mitigate operating expenses by $687K annually. Reduced the component backlog, resulting in a 22% reduction in delivery date quoting accuracy. Reduced travel distance for parts by 50%, decreased manufacturing down time by 44%, and improved on-time shipments by 32%.➥ The Andersons (a $4.6B Agribusiness): Developed resource utilization strategies to optimize manufacturing, maintenance, warehouse, customer service, and sales operations within a $465MM processing division. Implemented LEAN principles to increase throughput by 157% and reduce annual operating expenses by $7.1MM. ➥ Blue Cross Blue Shield of Oklahoma (a $3.2B Health Insurance Provider): Led a team of 6 consultants to establish a PMO. Achieved $37MM+ in cost savings by purging IT projects that did not meet payback requirements. Developed an automated Knowledge, Skills, and Abilities (KSA) assessment tool to source IT staff.➥ APX Logistics (a $900MM Logistics Service Provider): Led a 5-person analytics team to execute a $2.1MM Transportation Optimization project; resolved invoicing errors to achieve $865K+ in weekly cost savings and exceed $3.6MM in load factor savings. Increased vendor payment accuracy by 87%.

Cleveland , Ohio, Us

As Senior Lean Six Sigma Architect, I was responsible for implementing Lean Six Sigma principles in projects and day-to-day operations to promote a continuous improvement and operational excellence culture. Some of my additional contributions include:➥ Developed a Lean Six Sigma Strategic Execution Model, a targeted operating framework with workflows and 37 documented processes to enhance productivity and process efficiency. ➥ Incorporated incentives into the Strategic Execution Model to inspire high performance by the leadership team and optimize resource allocation.➥ Realized $312K+ in monthly cost savings within 3 months accompanied by a 64.37% increase in Month over Month productivity metrics. ➥ Established daily/weekly KPIs (including Lost Time, Performance, and Productivity) to identify performance gaps, measure progress toward strategic goals, and hold staff accountable.➥ Raised awareness with employees of the downstream consequences of day-to-day decisions and SOPs.