As a Senior Consultant with Logisolve I help clients solve and implement creative business and IT solutions that result in stakeholder alignment and collaboration with increased value and positive return on investment. I leverage years of business and IT operations experience coupled with project and program management and a high level of emotional intelligence and woo to create fun and high performing teams that get things done.

In this role I led the coaching operations and member support organizations for Learn to Live ensuring accurate and measurable clinical and support-related member interactions that are consistent, relevant, timely and ultimately result in a positive difference in the lives of our members.In my tenure with Learn to Live, I am especially proud of the work I have accomplished alone and in collaboration with my team and peers. My personal standouts included: developing a standard and consistent coaching model, creating a process to complete and a culture to accept coaching clinical evaluations to ensure clinical quality in our coaching program, developing standard onboarding and certification procedures for new coaches, creation of operational and managerial reporting used to make business decisions and promote employee productivity and a single repository of all essential customer service and coaching job tasks and standards. Above all, my greatest was hiring and mentoring an incredible team of coaches and consultants, promoting a coach to manager, and then seeing that manager be promoted to director. Other notables include creating a staffing modeling tool, developing the standard work plan used for large client implementations, and onboarding additional customer services and tools and expanding customer service to 24x7 phone and Spanish language. Thank you Learn to Live for giving me the opportunity and space to build something special.

Employing creativity and consultative experience with excellent client relations and Agile project methodology to implement Salesforce for our clients which in turn will truly transform how they do business and lay the foundation to meet and exceed their goals.

In this role I will be building a robust program management organization for core clinical operations (Case Management and Health Coaching), directing the learning and development team, developing new & collaborative care models and transforming the operational support organization post business process outsourcing. In addition, I will be a member of the Care Management division strategy team.

This position reported to the SVP, Chief Medical Officer and provided guidance and support in the development and execution of enterprise and divisional strategies.

Senior Project Manager leading the program to move Behavior Health Care Management capabilities to an external vendor.

Leadership, vision, and management oversight for the Bethel University Web Applications and Development, Enterprise Resource Planning (ERP) development, Salesforce and ITS project management office. Developing a university wide strategy and roadmap for the Salesforce CRM platform to support the full student lifecycle, while operationalizing, stabilizing and expanding the current Salesforce footprint used to enable the Admissions processPrimary liaison between IT and the Bethel community and responsible to drive academic and technology integrationDeveloping a culture of planning and promote effective use of project management and business analysis tools and methodologiesExecute and staff the implementation of the University strategic priorities and infuse these priorities into the ITS Strategic Plan

Leadership, vision, and management oversight for the Bethel University Help Desk, Application Integration team, Project and Software Management program, and Information Technology Services (ITS) Engagements. Developing a university wide strategy and roadmap for the Salesforce CRM platform to support the full student lifecycle, while operationalizing, stabilizing and expanding the current Salesforce footprint used to enable the Admissions processPrimary liaison between IT and the Bethel community and responsible to drive academic and technology integrationDeveloping a culture of planning and promote effective use of project management tools and methodologiesExecute and staff the implementation of the University strategic priorities and infuse these priorities into the ITS Strategic Plan

Promoted to this role September 2012 reporting to the VP of Integrated Health Management. In November 2013 the position was expanded to report to the SVP of Health Management maintaining current duties and assumed the role of Chief of Staff for the SVP of Health Management. (Division includes: five vice presidents and over 500 employees)Led, executed and communicated Health Management’s divisional strategic planning activities by partnering with internal stakeholders within Health Management and the Enterprise to develop strategies, objectives and initiatives that align to corporate and divisional priorities and goals.Served as a management consultant to executive leadership team, fostered team development and supported executive staff communication and analysis needs by developing presentations, white papers and other reports/collateral as requested.Managed and led consulting engagements that delivered high quality and technically excellent solutions with urgency and high level of client satisfaction.Directed and managed Health Management’s project management resources to align and execute on key strategies achieving business goals.Developed, implemented and educated on strategic planning and project management best practices, processes and tools.

Led the 2013 Strategic Planning process for IHM: Wellness and Care Management and Medical Affairs; a highly collaborative effort with organizational Vice Presidents and Directors, delivering two complete strategic plans aligned with the Enterprise strategic plan.Responsible to build and lead a small team of Directors and Vice Presidents within Health Management to develop a business case for the advancement of Affordability related projects: In the span 3.5 weeks went from kick off to Operating Committee approval of 17 new Full Time Equivalents.Responsible to consult, analyze, inform, lead and represent the Integrated Health Management organization within strategic Enterprise initiatives to define and build Blue Cross’s position and products to support Patient Center Medical Health, Accountable Care Organizations and Public and Private Exchanges.Developed business cases, designed operating models and implemented new and/or enhanced business units within Integrated Health Management: e.g. Vendor and Account Management and Regional Medicare Medical Management Services.

Led the design, development, implementation and ongoing improvement and effectiveness of a shared services operating model: joining seven separate delivery teams under one new organization to support the medical management division.Initiated process reviews, clinical program assessments and foster collaborative discussions with key stakeholders throughout the enterprise to identify and implement new and innovative solutions and methods to deliver medical management services.Directed the resources of the operations support project team to maximize the speed and effectiveness of project implementation including project plans/timelines, outcomes measurement, and implementation for high priority Health Management initiatives.Guided the design, development and implementation of training and auditing to meet individual staff and team needs, compliance and accreditation requirements and process/quality improvement.Collaborated with the other departments in Health Management and the company to ensure compliance with internal standards of quality, state and federal agency requirements, including the maintenance of policies, procedures and workflows (e.g.NCQA, URAC).Served as a business representative/knowledge expert on organizational initiatives to address customer issues, ensure customer satisfaction and meet regulatory compliance.

Built a new team, “Project Initiation, Engagement and Prioritization Organization”, to enable project readiness for Enterprise Portfolio Management intake by identifying and defining critical information for prioritization, decision making and funding allocation.Created the Health Care Reform Program Office to oversee the implementation of all Projects associated with PPACA (Patient Protection and Affordable Care Act): Defining project implementation approach, resources and roles, prioritization of competing work and providing Program Level status reporting to Executive Management.Led and implemented the Business Operationalization of the Online Care Anywhere project through collaboration with IT, Operations, Senior Leaders and outside physicians: delivering support and physician training, requirements artifacts, requirements traceability, definition of roles/responsibilities, and a functioning support organization for Online Care Anywhere: a web‐based tool to connect physicians and consumers.

Performed the role Requirements Manager for a web Portal project: leading a group of five business analysts, defining the requirement approach, creating a change control process, implementing a defect and issue resolution process and coordinating the User Acceptance Testing. Prior to my introduction of this project, the Requirements approach did not follow Blue Cross Blue Shield PMO standards, by the end of the project we were in compliance with PMO standards.Redefined roles, responsibilities and working relationships of an existing work group to create the “Web and Content Integration” team to support a newly created Blue Cross Blue Shield Member portal.Responsible for seventeen Business Analysts and the management and delivery of all Business Analysis artifacts and deliverables for a $14M, multi‐year project to build a Disease and Case Management organization, process and supporting infrastructure. Built a framework for Requirements traceability, which enabled project status reporting, “Business‐friendly” scope document, Business and IT testing, and a foundation for which to build future enhancements after the project was complete.

Due to family circumstances, did not finalize relocation and returned to Blue Cross.Built and maintained relationships with UnitedHealth care (UHC) Regional Health Plan Vice Presidents and Sales Directors, as well as Health Insurance Brokers for the South East Region of the United States.Led an organization of 2 team leads and 35 customer support managers providing operational support and services to UHC Health Plans and Brokers.Actively sought out opportunities to improve operational processes within my organization – as well as foster collaboration and knowledge sharing with similar support teams across other regions of the United States.Provided mentoring, coaching and troubleshooting assistance for staff; and responsible to resolve all escalated Operational issues.

Part time engagement while maintained full-time position at Blue Cross Blue Shield of MNDeveloped volunteer teams and associated strategies to help church members and visitors get involved and engaged within the church community.Built and trained a prayer team of 40+ volunteers with focus on a weekly prayer email, in person prayer during worship services and visitations in homes and hospitals.Member of the church leadership team responsible for the development and execution of the church vision and caring for our members and visitors.

Change agent within the Technologies Infrastructure organization: increasing Business satisfaction and confidence through consistent communication while fostering predictable and repeatable process. In the first month of employment, effectively led the collaborative effort with Technology, Development and external vendors to stabilize US Bank’s highest revenue generating utility.

Team Lead, Client Web: 5/06-9/06Provided business and cross technology organization engagement support and escalation for project related work within the Corporate Web environment and ensured implementation of new Technology organization structure through business education and vendor management.Project Manager, Client Service Technologies: 6/05-5/06Created and maintained a weekly dashboard report of pertinent re‐engineering and project statuses to ensure divisional leadership engagement of activities and managed highly visible divisional projects. Technology Project Manager: Implemented CRM solution: 9/04–6/05Responsible for all phases within software delivery lifecycle and effectively delegated, communicated, and influenced resources from various teams inside and outside of Ameriprise to complete tasks based on an aggressive timeline. This project spanned multi-years, had a budget of $3.3M and was one of top 8 enterprise projects for 2005.Interim Director: Client Service Technology: 1/04–9/04Responsible for the management, forecasting, reporting and future planning of a Mainframe based money movement utility. Managed eight full time resources and maintained appropriate mix of on‐Shore and off-shore consultants.Team Lead, Client Service Technology, desktop migration: 11/03-01/04Program Manager for a 12‐month project to upgrade the Operating System on 2063 PC’s to Windows XP: the project came in on time and 11% under budget ($1,669k). Desktop Project Manager, Service Delivery: 4/99-11/03Created and maintained desktop processes, strategy and vision for American Express Financial Advisors (AEFA) including hardware selection, software selection and Enterprise Systems Management (Tivoli). Program Manager for the campus wide Windows 95 to Windows 2000 operating system conversion which I negotiated pricing with out‐sourced vendor, developed timelines, built business and technology cross‐functional teams and communicated project status and deliverables.

Technology Help Desk supporting “Westlaw”, an online legal research tool; customers included law students and practicing lawyers. Awarded West Customer Service Representative of the year.

Created strategic plans, technology upgrades, end‐user training, migrations, systems documentation and Year 2000 planning/remediation and led team of five consultants.

Inside sales/customer service for specialty fasteners.