Responsible for manging the project portfolio for all departments in the Sales & Marketing division. This includes sales implementations, new product innovations, annual product portfolio changes, private marketplace enhancements, and membership & billing automation. Liaison between the Sales & Marketing division and IT to prioritize and coordinate all technology changes. Work with various IT areas to implement process improvements for project implementations and IT changes. Lead the various components of health care reform and other state and federal mandates. This includes interpreting guidance and directives of the federal and state government, communication to impacted areas and creating cross functional implementation teams where appropriate.

Responsible for managing the implementation of all Sales & Marketing strategic initiatives, including annual product portfolio changes, new product launches and marketplace enhancements. Liaison between sales & marketing and IT areas, including application management, project management and business analysis teams. Identify and implement process improvements for product implementations.Lead the various components of health care reform, including interpreting guidance and directives of the federal and state government, communication to impacted areas and creating cross functional implementation teams where appropriate.

Responsible for implementing the Health Care Reform requirements created by the Patient Protection and Affordable Care Act, which includes: facilitating the HCR executive steering committee; leading the Quality Health Plan (QHP) certification process; accountable as the business owner for all HCR projects, including NYS Health Benefits Exchange and Treatment Cost Estimator; providing day-to-day guidance, oversight and leadership for the HCR program team; coordinating HHS and NYS policy review and issue management; and ensuring alignment with corporate strategy.

Responsible for a $40M project portfolio budget; 55 total employees and 7 direct reports (managers).Reporting to the CIO, responsible for creating and leading the first centralized company-wide PMO: a Project Governance team that leads all annual planning, prioritization and SDLC/processes; an IT Business Relationship Management team that partner with the business on project intake and ideation; Project Managers that lead and implement all corporate projects; and IT Analysts to lead the requirements definition process. Co-lead for the Core Operating System Transformation program to select and implement a new enterprise IT platform and the surrounding process improvement initiatives.

Responsible for a $500M project portfolio budget; nation-wide team of 15 total employees and 5 direct reports (2 directors).Led the creation of the new Enterprise PMO, which established the first enterprise governance process and a single enterprise project management methodology for the company. Managed the governance and approval process for annual project budget of over $500M.Co‐lead for the Enterprise Governance Redesign initiative at WellPoint, which created the first nationally consistent governance and project management process; launched and led the first Enterprise Portfolio Management Office (EPMO).

Responsible for a $40M project portfolio budget; nation-wide team of 100 total employees and 6 direct reports (directors).Led all of the project management, project governance and annual planning activities for the enterprise Service Operations division (15K+ associates). Managed a direct administrative budget of ~ $11M annually and an annual project budget of $25M - $40M.Selected to participate in the initial senior leadership team kick-­‐off meeting following the merger announcement between WellChoice and WellPoint; core team member for the PMO Integration team; co-lead for the Operations integration team; facilitated the East Region integration meetings and tracked all East Region synergies; part of the East Region COO’s senior staff meetings.

Implemented the first multi-purpose Project Management Office (PMO) at Empire BCBS, which was developed to provide strategic direction, project leadership, and support for all corporate projects and operational initiatives. Developed a corporate-wide PMO Web Site to provide a real-time project dashboard, an online handbook and reference guide, searchable project templates and best practices, etc. Successfully managed Empire’s Project Governance Process; implemented a more well-­‐rounded and business focused Senior Management Team Program Review; launched and led the New York Market Steering Committee governance process. Responsible for leading all customer service strategy and research at Empire BCBS, which included identifying and selecting new technology partners and implementing those solutions (e.g., Call Center Work-­‐at-­‐Home, a new Interactive Voice Response (IVR/VRU) system, a Call Monitoring software program, and a Workforce Management application).

Managed customer service, claims, and membership/billing staffing and budget goals for 160+ employees and $8M+/annually. Managed process improvement initiatives and projects to improve quality and timeliness, customer satisfaction and budget. Increased customer satisfaction survey results by 10%; reduced claim inventories and improved cycle times. Provided leadership, insight and strong project support that helped Empire win “Call Center of the Year” by Call Center Magazine. Proposed, designed, and launched an online issues and opportunities database and an Intranet site to improve staff communication and development.Lead the transformation of the Child Health Plus program at Empire, which was the State’s largest plan.

Responsible for all claims processing and membership & billing functions.

Responsible for all membership & billing functions.