• Completed the Injury Severity Prediction Performance Study in June and began a post study review as part of the AACN/ISP Team.• Created the Chevrolet Volt ACR Real Time Notification, as a member of the Volt Swat Team, in response to perceived issues with the lithium ion battery. Process is run hourly and notifies OnStar Engineers, GM Safety Engineers, and Advanced System Design. Follow up is also provided by listening to the calls and relaying pertinent crash information.• Directed a deep dive into the OnStar Advisor Application to understand how the ISP was being calculated and whether the correct coefficients are being employed. Discovered several opportunities for improvement. Modifications were driven by the results of the Injury Severity Prediction study.

• Directed the contract development for the Injury Severity Prediction (ISP) Performance Study with the University of Michigan to facilitate a GM Foundation grant. Final signatures were obtained in July and the study commenced during the same month.• Led the effort to study the performance of the ISP Algorithm against actual crash events in concert with the University of Michigan International Center for Automotive Medicine (ICAM), GM Safety Engineering, and OnStar Public Policy. Friday sessions were conducted at U of M to examine the telemetry, police reports and anonimized medical records to compare the ISP to the Injury Severity Score (ISS). Study continued into 2012.

• Began work on data migration issues for the new 4.3 application. Events, concerning my wife’s leukemia, pulled me away from this activity starting in September. Then a position opened in Public Policy and I began work in that assignment starting in January 2011.

• Created near real time reporting, using Oracle Spatial, to monitor subscriber activity during a crisis event. This has provided the business with the ability to take action, during a crisis event, to adjust staffing and listening to calls, for quality control and provide a sense of what is being requested, as things happen and make adjustments as needed.• Implemented the use of Oracle Spatial to provide location based reporting. Previously the only geography available for back end reporting was the garaged address of the vehicle. This allowed the organization to better understand the dynamics of our subscribers during storms, wildfires, daily activity, and other events.• Led the development in creating an automated process to simplify reporting for the Crisis Team by creating two tables, updated daily, that provide the Volume of Service Interactions and the daily 6 week average to help gauge whether volumes are above, below, or at normal.

•Contributed to the Call Center Application Replacement project (CCAR) as a member of the CCAR Core Team, The Reporting Development Team and the ReDS (Reporting Data Store) Development Team. This project has encompassed Requirements Gathering, development of Use Case Specifications, validating data mapping, SIT and UAT Testing.•Created Core Services Reporting in cooperation with OnStar Marketing. This report details how OnStar Customers utilize our services and displays that usage by manufacturer and model including Non-GM (OEM). This information is utilized not just within OnStar but also throughout General Motors and has provided valuable insight into OnStar's value to increasing vehicle sales.•Developed the use of Cognos macros in concert with Cognos Scheduler to automate the delivery process of creating and delivering reports by email. This allowed the department to produce reporting outside of normal business hours, automatically, without increasing staff.•Implemented OEM reporting of customer issues that are captured by Customer Care. This allowed the OEM group to fulfill their contractual obligations, to Non-GM customers, in reporting issues experienced by OEM vehicle owners. This monthly reporting is provided to the Non-GM manufacturer.•Participated in the GM TREAD Act initiative that provides NHTSA with information concerning vehicle failures that impact consumers. Responsible for implementing data feeds from OnStar's CCTS system to the GM TREAD Team and placing them into production through IT. This allowed GM to obtain information related to failures of OnStar equipment and adhere to a Congressionally mandated quarterly reporting.•Introduced statistical analysis of performance for Revenue Management as means of understanding the impact of process changes and developing processes that positively impact effectiveness and efficiency.

• Designed, developed and implemented a multi-user Microsoft Access database system for the Customer Care department to replace a spreadsheet tracking system. System improved the effectiveness of tracking cases and improved reporting capabilities. A staff of approximately 100 individuals on two shifts used the system.• Migrated departmental reporting from a multipage spreadsheet to a more automated Access system. This decreased the amount of time to produce metric reporting and improved the accuracy of those metrics. Provided statistical analysis of subscriber issues.• Developed an Oracle web based database system to track subscriber issues in Customer Care to replace Access system and old Oracle system. Combined the data tracking capabilities of both systems into one system, which improved productivity in Customer Care. Implemented reporting using Cognos Impromptu to communicate subscriber issues to other functional business units and upper management. Nearly 500 individuals utilize this application.• Initiated the use of a data warehouse environment for providing enterprise reporting of Customer Care subscribers' issues within a secure intranet web based environment.• Promoted the use of benchmarking data, from Purdue University's Center for Customer-Driven Quality, that is closely related to Customer Service Indices. Incorporating effective and efficiency measures, which have been proven to directly influence customer satisfaction levels, to improve processes within Customer Care.

• Designed a database system to effectively manage the amount of cash on hand at bank branches. This system allows banks to invest excess funds in the Federal Reserve Bank's overnight funds. This provides additional earnings that can exceed $1,000,000 annually for banks with over 120 branches.• Analyze, design and implement automation solutions to improve efficiency and effectiveness for a broad range of business opportunities.

• Negotiated with builders and investors on key elements in loan proposals for commercial mortgage loans for multi-family housing, single family subdivisions and commercial retail developments. Presented analysis and recommendations to senior management, closed approved loans and provided disbursements.• Automated the loan draw process, for construction loans, by creating a database system to produce inspection documents, track results and calculate draw amounts based on percent completion. This replaced a manual system of typing forms and standardized draw calculations.• Directed the effort of transforming the Commercial Banking department's technology into a uniform platform, resolving conversion issues and implementing new systems. This was part of a larger effort of merging the Bank with ABN AMRO North America. Served as System Administrator for this area.

• Monitored a commercial portfolio of about $75 million, developed discounted cash flow analyses, and created workout solutions for problem loans.• Created a streamlined methodology for developing the department's Quarterly Asset Review Report using a combination of a report writer and database system modification.• Converted department PCs to Windows to accommodate a more flexible workflow with the various programs used by the staff.• Upgraded the technology environment in the Loan Administration department as a System Administrator.

• Responsible for analyzing work processes and developing improved workflow using computer automation wherever possible.• Initiated the use of inventory models to predict cash flow needs at Bank branches to reduce their exposure and improve stock out potential. Idle cas was place in the Fedearl Overnight Funds to accrue interest. Fist year earnings from interest was over $1 million.• Designed and installed a loan tracking database, with downloaded information from a Unisys mainframe, for the Commercial Real Estate Servicing area. This database system allowed the staff to easily monitor the commercial portfolio and focus more intently on problem loans.• Developed a POS system for the Bank's cafeteria to track sales and costs more efficiently.

• Established new programs to help improve revenues, efficiency and effectiveness within the organization.• Instituted and maintained production schedules for all fulfillment programs for Buick dealerships.• Developed cash flow, revenue and cost projections.• Designed and maintained computer network and database fulfillment operations.• Increased revenues in 1987 by 43% and another 40% in 1988. This constituted a three folds overall increase in revenues and a 12% increase in profits.

Chairman of the Marketing and Communications Committee for 13 years. Member of the Finance, Personnel, Facility and Computer Committees.