• Conceptualized a strategic vision and brought the plan to life with the formation of a new organization focused on delivering incremental, data-driven solutions for gas and electric utility customers• Foster an enterprise-wide customer-centric culture, by engaging gas and electric business units to adopt a newly developed intake process for streamlined resolution of customer escalations • Empower a team of process and customer journey experts to utilize intake data which identifies the root cause of issues and mitigates the risk of escalation with sustained results• Achieve executive level buy-in for identified improvements by leveraging LEAN benefit definition and prioritization matrices which accelerate the pace in which we deliver value to our customers

• Build trusting relationships with internal and external executive and stakeholder team, with a focus on ensuring operational transparency with the New York State Public Service Commission • Develop a sustainable framework which ensures impactful teams are proactively collaborating, root causing issues and sharing solutions with a mission to exceed customer expectations through timely and thorough resolution• Manage a team of three Collective Bargaining agreements, spanning across all New York regions • Coach and measure performance to identify and drive improvement opportunities showing significant commercial or regulatory benefit

• Consistently align with external and internal stakeholders which included Portfolio Management by building and adhering to a delivery roadmap with multiple releases throughout the year• Actively develop relationships with team members and subject matter experts through effective stakeholder management to champion change by managing operational and organizational solutions to ultimately drive new ways of working • Continually eliminate process and system gaps by ongoing commitment and communication with our stakeholders • Lead workshops by fostering innovation through challenging existing processes and technology as well as using problem solving and engagement activities to ensure business-driven and streamlined solutions

• Partner with the system architect, cross-functional product owners and development teams to assess current capabilities and identify customer requirements which enable future state design in line with clearly defined business epics • Build out the SFDC CRM solution for multiple Call Centers by prioritizing business and technical features and user stories based on customer expectations and value framework • Lead a diverse work environment of functional and technical team members to build user stories as well as track and manage grooming and development activities while working directly with a set of onshore and offshore teams to troubleshoot and clarify questions related to acceptance criteria

• Energized and coached integrated teams, while fostering an environment of trust, camaraderie, team work and sustained results through the use of Performance Hubs• Challenged conventional thinking, mentor an empowered team to ensure continued development of Payment Strategy and Procure-to-Pay initiatives• Facilitated and analyzed key cross-functional end-to-end process mapping to deliver solutions by ‘going and seeing’ the current state to effectively design a future state using LEAN elements, supporting data and a continuous improvement approach• Developed employees across organizations, helping them drive results, deal with ambiguity and follow a vision to new and improved processes following ‘One Supply Chain’ principles and embedding the ‘ways of working’

• Built, managed and promoted the use of an internal/external Knowledge Base driven by a need for department sustainability which in turn fosters an environment for effective knowledge transfer, energizing and instilling in our employees and stakeholders to be a part of the solution and use efficient troubleshooting techniques• Established two work request processes to uphold and organize our knowledge management idea sharing, project governance and resource allocation which challenged prior practice with a more comprehensive approach • Strategized short-term and long-term project plans by tracking, reporting and prioritizing the project portfolio while leveraging KPIs and operational metrics to achieve performance objectives, align gap analysis and identify business needs• Delivered change within hire-to-retire processes by building relationships using effective stakeholder management across the COE, HR, Labor, Resourcing, IS and other cross-functional partners

• Led the Employee Services PSEG Release 2 and USFP Release 3 project initiatives by testing and refining scope, technical requirements and business cases using thorough cost/benefit analysis • Identified key metrics and reporting to be used to help improve Employee Services' accuracy, efficiency and overall quality• Assembled and delivered US Foundations Program implementation and Employee Lifecycle Training to effectively drive change within the Services Delivery Center

• Supervised Payroll and Employee Service representatives by analyzing performance trends and coaching through team-building activities, consistent feedback and benchmarking to ensure accuracy of Human Resource Master Data• Guaranteed instructional integrity of course development through systematic design and clear writing of courses and storyboards which focused on minimizing the depth of performance drop-off after go-live• Delivered hands-on technical and process training which followed instructional design and adult education principles