• Direct an organization of over 25 professionals including business analysts, business systems analysts, project managers, a technical writer, and a demand management analyst.• Develop and manage an $8.8M capital and expense budget. Managed to an under budget variance of less than 2%.• Participate in and support the transition from in-house IT to a managed service model. Managed the transition for business analysis for production support, small enhancements, and projects. Oversaw knowledge transfer, go-live, and stabilization for area of responsibility. Following transition worked with managed service provider to develop effective dashboard reporting of small enhancements and projects. Developed streamlined process to secure resources from vendors. • Work with Project Management Office (PMO) providing feedback on the creation and deployment of a standardized global software development framework. • Oversee and guide project and program managers in the areas of task planning, PMO governance, resources, conflict resolution, financial management and reporting. • Meet with customers and product stakeholders to identify priorities, resolve escalated issues, and increase customer satisfaction.• Communicate and manage expectations as it relates to progress, issues, and overall status of projects and deliverables throughout the project or small enhancement lifecycle.• Finalist for the 10/10 Global Recognition Award. Selected as one of the Top 50 from over 1,100 nominations for QBE North America. Award recognizes individuals who consistently model the six company values.

• Directed the Client Service Delivery organization including 23 business analysts, business systems analysts, and project managers. • Developed and managed an $8M capital and expense budget.• Developed and aligned department and performance goals to support key company initiatives.• Responsible for building and maintaining effective relationships across operations, product management, account management, compliance, and IT. • Managed and forecasted staffing availability to identify resource constraints and cross training needs. • Received top performance scores for exceptional expense, software release and team management.• Facilitated small enhancement, project prioritization, and portfolio review processes; reported to the governance board for all projects over $100,000. • Managed monthly reporting routines for software enhancements for internal stakeholders.• Participated in audit processes with internal partners and external clients and agencies. Responsible for SSAE16 Audit for IT. No audit findings during my oversight and leadership. • Selected to participate in the QBE Leadership program for high performers.• Acted as a key change agent during integration of two legacy companies’ service delivery organizations.

• Directed a staff of 40 business analysts, business systems analysts, quality assurance analysts, and training professionals supporting production support, small enhancements, and projects.• Managed a budget of $5.4M to an under budget variance of less than 2.5% for four consecutive years. • Led the development of a Center of Excellence for Business Analysis across core product lines. Worked directly with Project Management Center of Excellence leader to ensure comprehensive and cohesive deliverables. Led team through template. Incorporated industry best practices into deliverables and software development lifecycle. • Implemented a separate Quality Assurance (QA) department including standardized processes, tools (HP Quality Center) and a QA framework. QA employed 22 onshore resources and two managers. The separation of BA and QA responsibilities resulted in higher quality outcomes with better controls. • Managed software release process for the product line for three platforms. Streamlined process resulting in increased throughput, timely implementations, and stakeholder satisfaction.• Delivered on average over 600 small enhancements annually bundled in 24 releases annually across 38 applications. • Led the development of SLAs for the service delivery organization. Reported SLAs monthly via web-based communications and included key performance metrics for department services. SLAs consistently met over 5 years. • Developed and launched an 18-course web-based, on-demand, and in classroom training program to speed learning and improve IT competency. Class hours per participant were over 125 hours. Program helped project managers, business analysts, developers, and quality assurance analysts reach a productive level within 3-4 months (a reduction of over 50% from previous on-the-job training time frame). • Selected for the initial company-wide leadership development program based on consistently high performance and senior leadership review.

• Managed a staff 18 professionals and an operating budget of $4M. Team consisted of business analysts, business systems analysts, technical trainers, and curriculum designers.• Managed the business analysis function. Ensured requirements were elicited from appropriate stakeholders, that requirements were defined and documented clearly, and there was traceability through technical design and quality assurance testing.• Implemented a new service request process improving the customer experience and resulting in more complete and accurate requests and reducing cycle time. • Acted as a service desk for the user community. Triaged service tickets in Cherwell and HEAT service desk packages for the product line, supporting 4 platforms and over 38 applications. • Directed activities of the training team in curriculum development, procedures, and all system and process training for operations staff and clients. • Completed needs analysis to identify training/quality-building opportunities. Redesigned training modules incorporating a blended training approach. Redesigned operations intranet site to improve navigation and access to product line procedures. • Completed Six Sigma Green belt training. Participated in the roll out of the Six Sigma process to internal customers and external clients. • Drove selection and successful implementation of a content re-use software package (AuthorIT). Contributed to enterprise-wide selection and implementation of a new content management system (Ektron) allowing the business greater control over the external website and increasing timely publications to our clients.

• Managed a team of 15 professionals including Operations Analysts, Compliance Review Analysts, OCR Analysts, and the EDI Lead.• Developed streamlined process for handling complicated system enhancements; reduced backlog and turnaround time, increased customer satisfaction resulting in improved department credibility and accountability.• Identified system issues and inefficiencies and developed system enhancements to improve compliance and usability. Communicated system changes and provided training to ensure readiness.• Managed existing external EDI partners and added five new external EDI trading partners. Used performance analysis to increase quantity and quality of transactions. • Oversaw 8 business unit process audits per year resulting in feedback and recommendations for improvement.

• Managed a 10 member organization with an annual operating budget of $1.2M budget.• Improved operational efficiency and reduced many line items by 30% without sacrificing quality. • Implemented a new association software package to improve business operations, data mining and analysis. • Assured accurate and timely billing of the $13M association dues. Streamlined the billing and collection process, reducing the time required by 50%, and greatly reducing employee stress in Accounting, IT and Member Services.• Attended board of trustees and committee meetings. Responsible for the "State of the Membership" business review.

• Developed broad-based member recruitment campaign that expanded membership by 5%. • Updated marketing tactics to include direct mail and innovative uses of the existing Academy Magazine. • Made recommendations to improve fulfillment center operations by updating the picking, packing, and mailing process. Identified opportunities to relocate fulfillment center to improve timeliness of orders to international members without impact to domestic base. • Responsible for membership data management. Introduced data-driven decision making and facilitated integration into daily operations.

• Consulted with corporate clients facing product liability and environmental issues with an emphasis on the historic reconstruction and analysis of third party liability insurance ("insurance archaeology"). • Completed over 100 client engagements from initial contact and proposal development to final work product delivery. • Uncovered in excess of $750M of recoverable insurance for clients in the pharmaceutical, oil, manufacturing, mining, utility, and government sectors.• Opened West Coast office and developed new sector specific marketing strategies which resulted in 11 new client relationships.

• Provided litigation support for the Environmental Protection Agency.• Supported EPA Counsel by analyzing and preparing client records for Superfund litigation and public review.• Directed a $200K records management system implementation and training project. • Managed staff of six.