Expertise in process optimization, change management, and building cultures of openness and trust. We identify complex issues and provide employees with tools and strategies for adapting to change and solving problems. Through facilitation, coaching and training, we address conflict, overcome objections, and align teams, to meet business goals. Partnering with senior leadership, creating cultural transformations globally in variety of industries.Clients include: Johns Hopkins Healthcare, FDA, Sanofi Genzyme, Halliburton, Northrup Grumman ATK and Emergent BioSolutions.• Reduced risk to project implementation and timelines by conducting impact assessments and stakeholder analysis for key strategic projects• Trained over 500 participants with 90% pass rate on exam by mentoring trainees on project portfolios for SME Lean Bronze Certification.• Maximized employee adoption and reinforcement of process changes by applying change management strategies and creating feedback mechanisms.• Coached leaders supporting employees through change management and continuous improvement process.• Established measurement systems and dashboards, giving more visibility to metrics, monitoring progress, assessing employee engagement and customer satisfaction.• Customized Lean Six Sigma training for 9 businesses with industry examples, making training more relevant to employees and company culture.• Assessed and enhanced reporting and feedback mechanisms, ensuring effective communication all at levels.• Delivered results in higher quality, reduced lead times and higher customer satisfaction by facilitating and leading teams through DMAIC process, identifying risk, analyzing problems, and executing improvement plans.• Improved employee problem solving skills using TPS principles with “on-the-floor” engagement and mentoring.• Built strong cultures of collaboration and trust, improving cross-functional communication and conflict management on project teams.

Lead enterprise-wide change transformation for key strategic projects with high impact to employees and customers. Developed change management strategies. Worked collaboratively with Enterprise Planning and Process Team, implementing process improvement projects achieving strategic priorities.- Conducted change impact and readiness assessments for both internal and external stakeholders for key strategic projects and developed change management strategy.- Provided assessment results, recommendations, and strategy to Executive Leadership Team with weekly actions aligned to program teams, progress updates, and risk and issue logs.- Aligned cross-functional change management and communication strategy with Agile (SAFe) program timelines and milestones by partnering with program management teams.- Mentored and trained team of change agents, creating network of champions supporting stakeholders internally and externally.- Supported program teams and leaders to manage resistance of organizational and process changes, developing sponsor plans, training and coaching over 100 leaders in 1 year on change management tools and strategies.- Influenced delivery of key messages to communicate business strategic goals and vision, articulated employee concerns and issues. and aligned communication for target audiences to meet stakeholder needs, and improve adoption of change.

Managed key aspects of business strategy and cross-functional alignment of school system vision and mission. Developed balanced scorecard providing community, schools and leadership accountability and transparency. - Served as Superintendent Cabinet member, coordinating collaborative communication infrastructure, engaging staff, teachers, parents, and students in strategic planning process. - Established cross-functional strategic Vision in Action Team, engaging all business areas for input for accountability. - Facilitated and developed Department of Special Education strategic plan with development team and over 100 participants including, parents, staff, teachers, students, and advocates.- Created and executed operational improvement plan in preparation for Malcolm Baldridge Award application.- Partnered with Continuous Improvement Office, executing projects and establishing KPIs for scorecards. - Strengthened the audit response process by establishing operational framework for tracking responses to audit findings through closure, and reporting progress to Board of Education.

A member of the Senior Leadership Team (SLT), responsible for the site operational strategic planning process and facility-wide value stream management. Lead for cultural transformation and employee engagement through continuous improvement training and project execution. Global responsibilities for Bioscience Operating System assessment.- Facilitated the annual strategic planning process with SLT and had oversight for the execution and implementation plans for all departments - Tripled the size of the Op Ex Team and improved Green Belt certification project closure rate from 20% to 85% with focused project mentoring and project support for our Green Belt mentees- Led and supported projects over three years, which improved manufacturing cycle time by 40%, increased yield by 45%, and improved success rates from 36% to 100%. - Established a Project Management Office and improved project closure timelines and accountability. In 2009, we hit 88% of milestones and 67% of projects were completed by target end dates.

Coordinated and managed various initiatives and strategies for staffing, events, and daily operations. Supported leadership and the mission for the rights and respect of individuals who are visually impaired. - Exhibit Hall Coordinator for the annual National Federation of the Blind (NFB) Convention - Managed the Material's Center for sales and inventory management- Handled internal and external communication dealing directly with the Office of the President - Managed the Records Department and donor correspondence and estate donations