Promoted to develop and manage B2C financial shared services operations. Lead order to cash departments spanning over 120 employees with a budget exceeding $40M annually. Oversee functions including payment application, receivables management, invoicing, salary disbursement for delivery contractors, financial audits and controls, volume reporting, finance customer service, and maintenance of billing system rates, tax, and control files.✔️ Strengthened B2C billing operations by establishing a shared services organization that increased productivity, enhanced effectiveness, and reduced annual expenses via process optimization, standardization, and efficiency of scale.✔️ Following a major merger, facilitated a review of acquiring company’s financial operations and made recommendations that led to assuming full responsibility of leading efforts to optimize operations; developed a short and long-term organizational structure to support more than 250 markets, resulting in a $2M annual reduction in expenses.✔️ Led full-scale business process outsourcing initiative for B2C order to cash functions.

Hired as the Department Head for over 40 employees with a budget exceeding $3M annually. Oversaw shared services department performing cash application processing and reconciliation of over $1B in cash receipts annually, comprising over 100 individual circulation and advertising sites. ✔️ Reduced 30-month backlog of customer service inquiries to continual 14-day service level attainment within six months through department realignment and development of a workflow tool that ensured consistency complaint entry points, information and tracking. ✔️ Identified strategies to optimize staff utilization to absorb incoming work following the consolidation of cash application responsibilities across the organization, resulting in annual savings of $1M.

Recruited to conduct and introduce process improvement initiatives within the Enterprise Insurance Operations business units.✔️ Conducted end-to-end workflow review of defined insurance claims processes and developed ongoing performance metrics that increased standardization amongst the processes and led to a 10 - 25% reduction in process lead time.✔️ Decreased resolution time of customer complaints related to insurance agents by 65% through in-depth process review, identifying non-value-added work and efficiency opportunities.

Promoted to Senior Manager role supporting the design, deployment and sustainment of a Lean Management System (LMS) that transformed operations for over 5,500 employees in the Bank Operations and Lending Servicing business units. ✔️ Empowered Operations Executives to adopt lean management principles and practices, fostering an environment of data-driven decision making and a culture of continuous improvement.✔️ Built and managed post-implementation team to sustain lean methodologies introduced, increasing by 200% problem-solving initiatives following initial engagements.

Promoted to Lean Six Sigma specialist to lead and provide oversight on strategic initiatives throughout the enterprise in addition to mentoring and developing process improvement specialists and facilitating Lean Six Sigma Yellow Belt certification courses. ✔️ Introduced a Quality Management System with quality assurance and control functions in the Debit and Credit Card Disputes departments that improved end-user quality by 20% and reduced error remediation cycle time from 8 to 3 days.✔️ Managed Anti-Money Laundering exemption renewal project, proposing Lean Six Sigma initiatives that reduced cycle times for Phase 1 and Phase 2 exemptions by 82% and 35% and increased federal adherence by 49% and 57%.

Managed multiple operational departments comprising 35 direct reports and was responsible for processing for nine departments consisting of 125 employees.✔️ Exceeded annual budgetary goals and reduced operating expenses by 30% in a three-year timeframe ✔️ Led integration readiness activities for Chicago operations during the National City Bank - PNC Bank integration

Leadership development associate in two-year rotational program within Corporate Operations and Information Services. ✔️ Managed, recruited and developed teams of 15 and 25 associates for the operations departments✔️ Led multiple efforts to enhance workflows, improve quality, improve utilization and efficiency, alleviate customer impacting issues and reduce expenses in a Production Engineer role

Served as the manager for six operational departments at the General Electric Consumer and Industrial manufacturing facility.✔️ Supervised and assigned tasks for over 70 employees in six departments throughout the production facility✔️ Coordinated production plans using Lean and Just-In-Time methodologies to meet continually changing requirements