Noted Accomplishments: • Led Change Management and business process analysis effort to replace current SMALL WORLD Geographic Information System Mapping (GIS) software and framework with newest ESRI ARC GIS industry standard, automate and modernize Gas Outage Portal process, Field personnel workforce planning / redesign, ie. merging of field personnel teams and assigning new geographical assignments and enhance data security and translated requirements into functional specifications. Created extensive OCM deliverables to include Stakeholder Analysis, Communication Plan, and assisted development of Training Plan. Captured business requirements and traceability matrix and assisted with development of technical and functional requirements for technical team. Designed new future state process workflows for new GIS processes and identified several opportunities to utilize existing database information to enhance process efficiency.

Noted Accomplishments: Operations Redesign / Improvement • Led business process design with senior leaders in the creation of the Independent Safety Oversight Committee (ISOC) Process to identify substandard safety processes, identify root causes, and identify solutions to improve alignment of key Enterprise Architecture processes to ensure adherence to federally mandated guidelines. Created Captured business requirements and created BRD document and traceability matrix for required technical functional capabilities. Assisted with development of technical process workflows for identified solutions. • With process owners, reduced process cycle time by 20% for federally mandated Catastrophic Event Management Account process by improving Enterprise Architecture alignment and eliminating non-value-added steps.

Noted Accomplishments: • Captured business and technical requirements for new Finance Technology Platform Implementation – Assisted with project scope development through the capture of Finance Current State process workflows, created Future State Process Design, created Change Management Plan to include FTE Impact Analysis, Communication Plan, Training MGT Plan. • AGILE / Scrum Capability Implementation – With team of certified Scrum Masters, created AGILE / SCRUM Sprint process designed to improve system code development. Redefined and improved Product Backlog creation process. • With I.T. leaders, identified business and technical requirements to implement Test Driven Development (TDD) Methodology to enable QA and I.T. DEV teams to align effective execution of AGILE / Scrum Sprint process. Led analysis of EPIC, User Story, and Acceptance Criteria processes, identified several process streamlining opportunities.

M&T Bank Initiative: Human Resources Workday Cloud HCM Implementation Noted Accomplishments: • ERP Human Resources Workday Cloud HCM Implementation – Captured HR Current State HR process workflows to support Business / I.T. requirement capture with contract vendors and created Future State Workday Cloud process flows. Created Change Management Plan to support associates with smooth transition to new process capability.• Captured business requirements and led Change Management effort to identify stakeholder analysis, communication management plan, and created training management plan. Created Future State business process flows. Automated process utilizing I.T. Service Management (ITSM) software capabilities specifically utilizing SERVICE NOW platform. Created QA test cases and validated new Service Now automated processes. • Led business and I.T. analysis to investigate possible expansion to Microsoft AZURE to enable internet support of business process capability.

Bank Initiative: AGILE Project - MS Dynamics CRM Implementation – Business Payroll Services• Coordinated with leadership teams and project management team to identify affected processes for MS Dynamics CRM capability. Assisted with refinement of operational budget to support new process improvements identified.• Led teams of process owners to capture Current State (As-Is) process for all affected processes.• With process owners, analyzed current state process to identify opportunities for improvement and identified root causes for process inefficiencies. Identified process solutions and performed quick cost / benefit to identify most logical solutions. Presented to quality council for approval and implementation.• Utilized process flows and Change Management methodology to identify change impacts, create change management communication management plan, identify risk mitigation plan, and to identify needed training. • Presented process flows to I.T. teams which supported identification of business and functional requirements and assisted with system configuration development and identified several automation opportunities.

PG&E Initiative: (GIS) Geographic Information System Mapping Technology Implementation • Performed several workshops with leadership team to identify project scope, business requirements, affected processes, process owners, and process SME’s for GIS initiative to integrate digital map capture capability (replacing manual process) of precise gas infrastructure design for PG&E customers.• Performed current state (As-Is) end to end process capture for customer intake process, construction design engineering, construction process, and As-Built digital mapping creation.• With several teams of cross-functional process experts from S.F., San Jose, and Sacramento divisions, analyzed each current state process and designed one standardized and uniform process. Additionally, led team to identify and implement several process automation and efficiency improvements. • Identified FTE change impacts and assisted with creation of communication plan, risk mitigation plan, and identification of training needs.• Created Future State Process flows highlighting new GIS capability and presented to As-Built leadership team, Customer Intake process Team, Design Team, Construction Team, and Digital Mapping Team to facilitate training.

Initiative: Salesforce CRM Implementation, Call Center, Business / I.T. Process Optimization• Formed Business Quality Council with Business Leaders to identify process improvement opportunities, Performed Gap Analysis and current state process and sub-process flow capture. • Coordinated with project management team to integrate process management tasks and change mgt tasks.• With process owners, identified all supporting technologies for feasibility with Salesforce capability and facilitate identification of opportunities to eliminate several non-critical technologies. Created future state process flows.• Presented process flows to Salesforce development vendor team to help guide business requirement capture, precise system design, and to enable identification of data collection points to create process KPI’s and required process reporting. Trained process owners on key process management and change management tools.

Initiative: ITIL Cloud Optimization - Sales and Implementation Process Optimization – ITIL Certification• Facilitated ITIL certification effort and coordinated with leadership team and business teams to identify specific “difficult” areas within internal RACKSPACE Cloud Sales and Cloud Implementation processes and sub-processes. • With teams of process owners, identified process SIPOC (Suppliers, Inputs, Process, Outputs, Customer), identified most frequently occurring process defects, performed root cause analysis and identified feasible solutions. Facilitated process owners in the identification of several effective solutions.• Presented feasible solutions and business requirements to process owners for approval and implementation. • With process owners, created future state Sales process and Implementation processes.• Trained process owners / department heads on key process mapping techniques and how to identify process improvements. implementation. • With process owners, created future state Sales process and Implementation processes.• Trained process owners on process mapping techniques and how to identify process improvements.

• ADVENTIST HEALTHCARE – Managed Care Division – Orlando, FL. Apr. 2013 - Jan. 2014Initiative: Cerner Process Architect – Provider Network Expansion and Process Improvement initiatives • Coordinated with business process owners to identify all Managed Care processes. Captured all affected Current State Managed Care processes and sub-process flows.• Utilized current state process flows to help identify requirements for McKesson upgrade, Med Impact upgrade, Express Scripts upgrade, ICD-10 Conversion, Medicare Claims. • Created future state process flows which were utilized to train process owners on new process capabilities and also utilized Procsi Change Management tools to create Change plan. • Utilized Florida Hospital’s process improvement methodology and Six Sigma tools to create new Future State provider network process to include pricing, geographical area, and EDI capability.• Presented process improvement opportunities to Business Quality council leadership team for approval, several were approved and implemented, others were tabled for later date.

Initiative: Process Architect – Claims MGT System Implementation, Process Standardization • Captured current state Claims MGT process flows for Walt Disney World, Disneyland, and Disney Cruise Lines. Presented process flows to I.T. teams to facilitate business requirement identification for vendor development of new Claims System. • With process SME’s held several workshops to highlight current process differences among different Disney locations and created one standardized and uniform Future State claims management process for all divisions.• Assisted Change Manager lead to identify change impacts, change risks and risk mitigation plans, change management communication plan, and training needed by process role.• Created Process Management library to facilitate Disney-wide Enterprise Architecture improvement initiatives by identifying key process indicators and to improve cross-departmental communication.• Utilized key Six Sigma tools and Disney process improvement methodology to identify process improvements and presented to senior management team for approval and implementation.

• LOWES Corporate Offices – Business Process Consultant – Charlotte, N.C. Aug. 2011 – Dec.2011Initiative: Supply Chain - Corporate Wide Business Process Management Notation (BPMN) Capability Implementation – Change Management Consultant• Introduced and trained Lowe’s Process Architects on key Six Sigma tools and techniques. • Designed future state business process flows for business units supporting new Web Based “My LOWES” initiative. Identified required roles, technology, and process reporting requirements. • Completed BPMN Six Sigma process improvement initiative for LOWES Finance division. • Mentored Process Architects to ensure effective process capture, process improvement identification, and future state process development for Finance, and Peoplesoft upgrade initiatives.