Partner with business and technology executives to define long range plans for their business domains; integrate plans into cross functional business capability roadmaps prioritized to maximize value for the enterprise.• Lead a team of six direct reports and an extended team of 20+ employees as well as 60 contractors focused on relationship management, business analysis/configuration, data and analytics for SAP solution• Led RFI/RFP efforts for ERP solution and implementation partner selection, and served as an engagement manager and steering committee chair on the business and technology transformation program to implement SAP S4/HANA Cloud ERP• Provides strategic input to the executive management team for the technology direction for pharma distribution• Oversee efforts to define roadmaps outlining short/long term business needs to deliver on organizational strategy• Led efforts to define current and future state business architectures for specialty distribution resulting; worked with 3rd party consultancy to define a business case for transformation business operations and technology ecosystem.Previous roles: Lead Business Analyst, Business Relationship Manager, Enterprise Business Architect, Sr. Manager Business Architecture

Advanced the business architecture and process management practice within the Total Health and Network business unit. Worked to define business architecture methodology, translation of strategy into workable solutions, and definition of future facing roadmaps

Served as a thought partner in vetting strategic goals and objectives through the definition and qualification of business capability needs and cross functional impacts

Assessed the current state of IT operations and develop multiyear future facing maturity plans to fill operational gaps with measureable outcomes for the Northwest Region.

Led organizational efforts to define an Information Governance and Lifecycle Management (IGLM) capability- Initial effort was to implement electronic discovery software; recommended effort be repurposed to develop a strategic roadmap to establish and mature business components required for an enterprise IGLM capability; recommendation accepted.- Led efforts to define business and systems requirements for process automation in support of e-discovery applications

Served as a consultative business partner to client groups on business issues; led business process improvement teams through the evaluation of current-state business models and the design of future state processes to achieve business goals- Directed a six-month effort to identify, model, analyze and improve 25 tuition subsidy management processes resulting 18 streamlined processes- Lead efforts to define a system architecture to augment streamlined processes

Organizational responsibility to develop, maintain, and apply an enterprise business transformation planning and architecture methodology. Defined and maintained enterprise business modeling standards. Designed and delivered a training program for business transformation planning, and business modeling; served as a high performing coach in support of enterprise job family growth and maturation

Served as a process design champion leading business process change on a cross functional team to scope business opportunities in terms of objectives, business processes and performance indicators

• Managed phase I effort to define a master CAD platform data migration, transited to data team for execution• Oversaw analysts for Phase II enterprise CAD platform migration• Analyzed project requirements to forecast human resources needs, project costs and business impacts• Led scope definition and business requirements gathering efforts• Achieved all deliverables as assigned

• Advised management team on IT strategy approaches• Lead the development and rollout of incentive management and leadership analysis capabilities

Investigated new technologies to ensure engineering efforts had the best tools available for product design and manufacturing- Led $1M CATIA V5 research project: coordinated functionality testing; worked with IT management on vendor agreements; identified training needs. Provided a “no-go” recommendation which was accepted by the organization