Acting as the top people strategist within the company, work collaboratively with innovative leaders in this global full-service company focusing on worldwide sustainable ecosystems through better energy, water, food, healthcare, and economic responsibility. Partner with management to maintain an excellent level of business quality service and delivery including company goals, mission, financial position, strategy, competition, technology and culture. Act as an employee/customer champion and change agent by anticipating related needs and delivering value added services for the benefit of our employees and customers. Lead, facilitate, and coach local projects to improve the quality of life for the people, land, and rich culture of American Samoa.

Provide strategic consultation as a contract consultant for a 4th estate government agency CPI program. Provide frameworks, project prioritization and change management methods to effectively execute program. Stand up transformation governance structures to manage strategic issues for overall improved organizational efficiency, transparency and communication, and resource management.Provide mentorship and coaching to peers and leaders, informally and formally, on tools and techniques of change management.

Developing new strategic vision and marketing goals for an earlier pioneer in business process management software technology services, as company moves rapidly to capitalize on its powerful technological capabilities and passionate and knowledgeable employee base.Aligning new state-of-the-art software products with a changing and disrupted business landscape demanding more flexibility from technology while maintaining focus on organizational mission and outcomes. Leading growth plans to build upon BizFlow’s impressive work to build and deploy software platform the powers The Veterans Choice Act, providing seamless access to health care as directed by Congress to thousands of US veterans. Leveraging advances in BizFlow’s updated suite of technology solutions to meet new demands of a more virtually driven market, yet one that needs to maintain its strategic understanding of human-driven solutions.This includes guiding the launch of innovative products such as BizFlow’s new Contactless Process Automation, which drastically improves the development and management of critical office tasks while increasing safety, productivity, flexibility, and eliminating paper while still meeting the highest records management standards. Position new product launch to leverage off the explosion of virtual work policies and market movement toward more permanent remote work rules.

Executive Management Leader providing a triad of corporate services - Coaching, Facilitation, Consulting — to add value to and improve outcome of client goals.Coaching. Guided managers and directors facing dilemmas that seemed impossible to solve in the midst of day-to-day pressures that never seem to end. Developed partnership with clients to help them achieve your goals and be the person you want to be through informed deep listening skills to “hear” what clients are really saying through words, emotions, and expressions.Facilitation. Lead neutral leadership to individuals and groups to enable participants to do their best thinking. By strategically supporting all participants to do their best thinking, group members found the ability to to search for inclusive solutions and build sustainable agreements. Through collaborative leadership and targeted questions, clients were lead to take ownership of process and responsibility for themselves to achieve a common goal. Clients include agencies within the U.S. Department of Veterans Affairs (VA), the Department of Defense (DOD), the U.S. Army (USA, as well as organizations within General Electric (GE), Sun Microsystems, and the U.S. Department of Agriculture (USDA).Consulting. Used significant training in change management and Lean Six Sigma program and process consulting to build leadership paths for clients. This process included an assessment of the current cultural and technical landscape based on stakeholder interviews and observations. Partnering with leadership, guided the selection and application of proper tools and techniques to facilitate the transition from the current state to the desired future/improved state. Strategy included focus on gaps and root causes leading to lack of improvement – not a one-size-fits all model.

Director of the Business Transformation Directorate at CALIBRE. Work with an extensive team of professionals; responsible for sales and delivery of a process improvement center of excellence.

Retained as a key consultant by the Office of the Department of Defense (DoD) Deputy Chief Management Officer (DCMO) to continue supporting the DoD/VA enterprise project, Integrated Electronic Health Records (iEHR) initiative. See DoD position below for further description. Assigned Portfolio Lead for the cross agency DoD End-to-End process Hire to Retire, responsible for multiple projects in accordance with the The Under Secretary for Personnel and Readiness. Using Rapid Improvement Event techniques, working with multiple services and agencies across DoD on nine projects under the Hire to Retire umbrella to reduce transaction times, drive down cost, and improve services.

Performance Manager (MBB) for the Department of Defense (DOD) Office of the Deputy Chief Management Officer (DCMO). The DCMO is the senior official responsible for assisting the Secretary of Defense and the Deputy Secretary of Defense, acting as the Chief Management Officer, effectively and efficiently organize the business operations of the Department of Defense. The Office of the DCMO supervises and oversees the Defense Business Transformation Agency and the DoD Performance Improvement Officer. The Office of the DCMO was established by Congress in the FY 2008 National Defense Authorization Act and stood-up within the Department of Defense on October 9, 2008.On behalf of the Deputy Secretary of Defense, the Office of the DCMO leads and integrates enterprise-wide performance improvement and business operations to enable and support the Warfighter.

Key employee for start up consulting firm providing business transformation and related professional services to government clients. Developed and directed process improvement practices, delivered client business solutions, supervised staff, developed training courses, and managed internal operations.•Developed 2-year Business Process Transformation deployment strategy and implementation plan for the Office of the Deputy Assistant of the Army for Environment, Safety and Occupational Health (ESOH)•Key project manager for ESOH’s deployment plan, managing 8 projects yielding reduced military injury rates and civilian accident rates and establishing a firm process and policy for environmental sustainability •Key consultant in US Department of Agriculture’s LSS Grants Process project to improve grants delivery to customers•Developed proprietary Business Process Transformation training materials utilized in three-day interactive course provided to over 60 government leaders and staff

Managed department responsible for implementing internal corporate-wide process improvements to continuously meet customer needs in a cost effective manner.•Developed a high performance team of internal Business Process Improvement Consultants, functionally aligned to major business units, charged to improve processes by $500K per year•Worked collaboratively with Human Resources to deliver various training including: Six Sigma Black Belt training, Change Management training, Facilitation and Meeting Organization training, and Fast Track Process Improvement training – providing training to 30% of the company •Introduced a Quality talent rotation program to deploy experienced Process Improvement Consultants into business units-- thereby infiltrating quality into the corporate DNA •Enhanced staff morale, improved employee accountability and increased trust at the manager and director levels through introduction of team building forums

Relocated to Washington, D.C. to set up and deploy a Six Sigma quality program for GE Access’s largest customer, GTSI. Served as a full-time Master Black Belt under a 2-year contract with GE. Spearheaded the development of numerous Six Sigma projects to improve quality and delivery of customer service, labor productivity and operational processes. Planned and facilitated strategic meetings with external customers and partners. •Improved rate of on-time delivery by 17.5%, affecting the greatest increase in a period of over five years•Reduced financial risk up to $15 million for both the customer and supplier through new process execution •Trained and mentored 11 individuals to become Green Belt leaders within the organization; trained over 120 individuals in Change Acceleration Process (CAP) and formed a council to promote CAP principles •Transformed corporate culture from a reactive paradigm to a proactive, strategic methodology focused on critical success factors

Served as Six Sigma Black Belt in the Quality department of this GE $2B value added reseller of IT products and services. Responsible for improving process efficiencies and eliminating redundancies throughout the organization. Directed a 50 person GE and Sun Microsystems team in a collaborative project yielding $3M cost savings over 2 years. Implemented GE corporate risk compliance process, which was recognized as best practice by GE auditors. Spearheaded GE Access Mentoring program that implemented numerous Black Belt and Green Belt projects; mentored 350+ individuals over a 2-year period. Coached 10 Green Belt certifications via a creative, customer centric approach to process improvement methodology.

Rapidly promoted from a managerial position to direct a department handling customer process analysis for this multi-million dollar national mortgage lender. Responsible for managing all major customer service related initiatives and coordinating special projects to automate business functionality, interface legacy systems, and improve inter-departmental efficiency. Conducted in-depth analysis of business processes and recommended process improvements that decreased underwriting times, increased accuracy of loan data entry and transmittal and eliminated reporting errors. Piloted the business/IT liaison function that later became a full-time position for business process consultants serving to bridge the gap between technology and business divisions. Played key role in the development of internal enterprise life cycle management process