In my current role at PwC, I focus on driving the following capabilities with our client partners:- Enabling the ability to identify, prioritize and select a comprehensive portfolio of project investmentsthat balances risk and return and supports the execution of strategic objectives with theright structure, tools, processes, and skills.- Assessing the maturity of an organizations current state Program Office function tostandardize and improve project and program delivery, strengthen PM skills, improvereporting and communications, and drive execution success through tools, processes, andtemplates.- Architecting and executing complex projects and programs to deliver end-to -endbusiness and technical transformations and solutions via proven methodology and tools.- Assessing the health of a program or project and developing recommendations to addressidentified gaps and improvement opportunities.- Providing guidance and methodology to identify, implement, or mature the use ofoff-the-shelf PPM tools that improve project delivery and drive efficiency andtransparency of projects and portfolios.

I joined the firm in June 2014 and saw me specialize in delivering successful transformational programs which more efficiently manage complex enterprise program portfolios and programs, along with improving overall execution and performance. That included:- Applying governance and financial discipline to improve implementation and maximize benefits of portfolios and programs- Drive strong alignment between business strategy and operational delivery- Create enhanced visibility into planning, budgeting, selection and performance of initiatives- Informed decision-making ensuring the optimal mix and execution of the right investments to fulfill business goals and objectives- Optimize constrained resources, actively balancing demand management and execution of initiatives- Integrated delivery approach – orchestrating multiple competencies / stakeholders to drive impact and value in solving business and technology problems- Working with and gaining the support of key stakeholders from across the enterprise to obtain the expected benefits from transformational initiatives

Lead engagement teams focused on process improvement initiatives and design/implementation of these defined improvements utilizing Lean Sigma methodology. Served as a specialist in sustainable behavior, change management, cost reduction and service quality processes/methodologies within various industries including medical device manufacturing, media sales, nuclear pharmaceutical manufacturing, research and development, mining and metals, food processing manufacturing and utilities. These initiatives provided the ability to gain valuable experience in the following countries: United States, Canada, Mexico and South Africa. Engagement life cycle responsibilities included but were not limited to the following: allocation of work to maximize process consultants; ensuring project results were delivered on-time and within budget; maintenance of regular communications with clients; and managed project governance, ensuring/delivering appropriate training while consultants were on project site. Build and maintained business relationships with senior executives at client companies, which resulted in a yield of references, referrals and repeated work. Key Accomplishments:-Served as project manager with global leader in mining/metals, successfully completing a $240M capital project on time and within budget, resulting in an overall contractor efficiency/performance improvement from 72% to 83% over project lifespan. -Co -Designed a Sales Management Reporting System for 380-employee Telephone Sales Call Center capturing 17 leading and lagging Indicators on a Daily/Weekly/Monthly basis – data view rolled up from 23 Sales Managers to 3 General Sales Managers to Vice President.-Co-Developed operational and financial Key Performance Indicators, refined Plant Management’s daily performance reporting structure, and designed a comprehensive Production Behavioral Model with supporting tools for a major food manufacturer.

Served as a change management and performance improvement subject matter specialist for process improvement projects in North American and Latin American Countries. Developed and executed specially designed change management programs for process improvement initiatives developed by Proudfoot Consulting.

Promoted to the Central Florida Market following a 10 month stint as the Central Georgia Operations Manager. Key focus was to manage outside sales, billings and operations, identifying and implementing new procedures designed at generating profit. Other responsibilities included: recruitment and training of staff in sales, operations and administration functions, preparation of yearly financial, operating and sales budgets, including forecasting and project analysis, determining and tracking publication displays and stocking intervals by visiting / auditing store accounts. Key Accomplishments:-Researched and outlined more efficient distribution routes, resulting in reduced transit times and optimized stocking operations. -Generated more than $48K in new revenue during first six months of 2008.-Achieved a ranking of 4 out of 74 markets of division in increased billing over year-to-date. -Received internal audit review score of 82.73%, the 7th highest in 74 markets and highest of any major market in company.-Increased monthly outside firm revenue by 66% for Augusta and 32% for Macon during tenure.

Developed financial solutions for clients based on both current and future earnings. Earned and utilized Accredited Asset Management Specialist designation, Series 7 and Series 66 Certifications and Georgia Life, Health and Variable Insurance licenses. Key Accomplishments:-Acquired more than $2M in assets, achieving a ranking in Top 10% of training class in gross production.