Implemented enterprise level efforts for C.H. Robinson's North American Surface Trans division and beyond. Efforts ranged from customer centered supply chain projects to corporate sponsored internal initiatives. Partnered closely with executive and director level sales resources to bring sold solutions to life for customers across a variety of verticales (retail, HVAC, industrial, manufacturing, automotive, food & beverage and more). Oversaw cross-functional teams of up to 10 resources, ensuring all parties stayed informed and knew the tasks ahead. Was a key figure in setting up a mentorship program aimed at providing new career paths for resources outside the PMO. Spearheaded several lean/Kaizen events succeeding in securing a contract with a key customer and reducing non-value add process steps in internal and external processes. Grew knowledge base into the supply chain logistics sector, helping customers to realize significant revenue and time savings.

In this role I oversaw GEOS North America's portfolio of projects working directly with senior leadership to bring forward business recommendations based on analysis of our portfolio of projects and process needs. I managed large scale, high spend efforts ranging from brown field construction efforts to IT implementations. For these efforts I owned every aspect of the process from Initiate to post Go-Live activities. This included building project plans, change analysis documents, forecasting budget and resources, managing the timeline as well as risks and issues. The experience gained in this role afforded me an opportunity to grow in a highly visible role where communication and attention to detail were critical. It honed my ability to lead several efforts at once, needing to prioritize a number of tasks against a number of factors. The role also earned me the chair position for the Product Management Review meeting, where forward looking planning met early execution to be proactive in our business planning and delivery. As the chair, I was responsible for ensuring senior leaders in Marketing, FP&L, Commercial, Research and more were up to speed and ready to have a meaningful discussion once the meeting began. At Cargill I also grew my depth of continuous improvement knowledge and experience, leading to my Lean Six Sigma Green Belt Certification. With the green belt certification, I was tasked with leading several CI efforts where my involvement was a key part of the efforts success. Overall in this role I excelled and grew my project management toolset as well as gaining meaningful experience in a complex environment.

Owned the implementation of a multi-phase, multi project program. This was one of Optum’s largest implementations.Brought stabilization and proper project controls to a struggling program.Accelerated key work streams to bring them to a close. This not only allowed for the project to move forward but also allowed for those resources tied up within the frustrated work stream to bring their focus to the next phase of work.Consolidated what was broad lines of communication and implemented a much more focused and purposeful reporting structure; a revised meeting cadence structure was implemented to compliment the reporting changes.Partnered closely with our clients and stakeholders to ensure project goals are met on time and in budget.Managed tough conversations with the program stakeholders, bringing forward key risks and concerns impacting the program. This allowed for an open and constructive conversation to occur to address the issues the program was up against.Worked across many different business areas and impacted applications.Owned the executive status reporting across all projects within the program.Managed a direct project team of roughly 20 resources.

Consulted with customers and business leads to provide input for process improvement opportunities. Worked closely with various clients through the project lifecycle and into the stabilization process; addressing concerns and correcting gaps alone the way.Managed several projects with budgets exceeding 10MM.Created project Charters, Scope & Requirement Documents as well as work orders.Created and owned the incident management process used for deployments.Monitored and maintained the project schedule; tasks include, but not limited to, forecasting, tracking variances and resource managementManaged issues and risks within a project.Created detailed weekly reports to track and monitor progress made.Worked with various cost centers to establish their individual timelines, estimates and forecasts for deployment activates.Led weekly project meetings.Gathered and prepared content for various weekly meetings and formal gate reviews.Helped create updated onboarding material for the PMO and onboarded several new hires.

Worked directly with customers/business partners to deliver innovative ideas and solutions to the market place.Able to leverage my circle of influence to get people to buy into my concepts and ideas.Realized significant process improvements to move and transfer products efficiently to meet demands.Created a strategic plan and layout for short-term tactical initiatives to meet the needs of the business.Ran weekly team meetings, creating the agenda and taking/logging the meeting minutes.