The CSGO is responsible for leading and overseeing strategic planning and growth for Social Current to maintain and expand its role as the premier partner and thought leader for the social sector.

Responsible for leading the organization's Network Growth & Engagement team, Marketing and Communications team, Conference & Meetings team, and the IT team. Accomplishments:• Led project team responsible for launching a new responsive website platform.• Partnered with a member advisory group (CEO Council) to co-create a first-of-a-kind Network Handbook. • Successfully led the communication and implementation of a new dues model with minimum disruption.• Created and launched a member loyalty survey tool.

Responsible for the Alliance's network engagement imperative. This includes building a comprehensive account management system, building the overall strength, depth, and breadth of the Alliance network of members and partners, growing the network and achieving the highest levels of member engagement and retention. Given additional responsibilities (lead the organization’s Marketing & Communications team) within six months. Member of the organization’s Executive Leadership Team (ELT) Accomplishments:• Built and implemented a comprehensive account management model for the organization• Increased adoption and effective utilization of the organization’s CRM system • Led efforts to re-build the organization’s Marketing engine Increased the capacity and skill set of the Marketing & Communications team Improved Alliance brand and visibility Implemented data-driven marketing communication strategy

As a passionate, energetic, and results-driven executive, Schell leads the organization's efforts to diversify its revenue streams and provide leadership to drive innovation.

Responsible for the strategy and the day-to-day business operations of the Provider Network Operations Division, including the credentialing and re-credentialing of 35,000+ dental providers in the DentaQuest networks, provider enrollment and maintenance of the DentaQuest claims processing system, and credentialing committee support.Led staff of 60+ team members, responsible for managing a $5.1 million expense budgetACCOMPLISHMENTS:* Reduced the average turn-around-time to enroll and credential a provider from an average of 95 days to 40 days.* Created a departmental performance reporting dashboard measuring departmental accuracy, turn-around-time, productivity, and efficiency.* Led the company-wide program efforts in order to achieve NCQA (National Committee for Quality Assurance) certification in Credentialing

As a member of the senior leadership team of DSSI, a strategic business unit within Direct Supply, I led the Operations division.This included being responsible for five different teams - Software implementation team, Client training, Operations problem management, Exception processing, and System/Data Maintenance. Led staff of 50+ team members.ACCOMPLISHMENTS:* Developed a project management discipline and consistent use of implementation project plans, issue tracking, and project status reporting.* Created and implemented a post-implementation client satisfaction survey process.* Developed a formal hand-off process from implementation to operational steady-state.

I was responsible for leading the team that manages the implementation of new business for new providers, suppliers and features on the DSSI system, as well as Client training.

Responsible for the FIS/Metavante Integration Program Management Office. I was instrumental in leading the efforts to develop the integration strategy, execution, and reporting process. Developed the FIS/Metavante Integration Management Office. I led the efforts to provide project management oversight for over 85 large integration projects identified across the enterprise in order to drive over $260 million in expense synergies. Projects included data center consolidation, office closures, product consolidation, internal system conversions, etc.

I was responsible for providing leadership, oversight, and the implementation of the integration process of acquired companies. This included the development of the company's integration strategy and integration "playbook". This was adapted to a wide range of integration projects based on size and complexity to ensure a seamless integration.Served as an active participant in the due diligence process and deal negotiation process to evaluate integration risks/opportunities for targeted companies.Worked closely with the Corporate Development team to understand the structure of potential acquisitions and to develop an appropriate integration plan.Worked closely with the business unit management to ensure the integration plan met the business objectives.Led enterprise-wide cross-functional integration teams.Facilitated and led high-level integration meetings.Led acquisition review presentations for the CEO and Executive Leadership team.ADDITIONAL RESPONSIBILITY: Vice President Corporate GivingResponsible for creating the company's charitable giving strategy, guidelines, and donation process. Centralized and coordinated all charitable giving for the company from 2008 to 2011. I was the administrator of the Metavante Foundation.

Managed the company's Marketing Department and the sales channel partner relationship with the Metavante Corporation. I was responsible for sales suppport, joint marketing strategy, plans and execution, wholesale sales support, client satisfaction, and new business development.In addition, I was responsible for internal corporate communication, corporate benefits, employee relations, and employee engagement.

Responsible for all aspects of marketing and product management including advertising, collateral, public relations, lead generation, tradeshow participation strategy & execution, analyst relations, product direction, product marketing and release planning.Responsible for managing a $600k expense budget.ACCOMPLISHMENTS:* Created an on-line marketing materials library.* Centralized the marketing function in the corporate office in Wisconsin.* Achieved product placement in the Gartner Magic Quadrant.* Created the first Customer Advisory Board.* Created and maintained the first product release process and schedule.

Responsible for all aspects of the Trust Operations Outsourcing product line, including strategic planning, new business development, conversion management, client relationship management, client support, trust operations, and IT services. Led a staff of 180 team members and managed a $20 million budget.ACCOMPLISHMENTS:Implemented restructuring strategies and process improvement initiatives within division realizing over $1 million in annual cost savings.Increased annual revenue in the Outsourcing product line 80% - from $3 million in 1996 to $8.7 million in 1999.Consolidated customer support functions to a single site.Managed a $5 million technology upgrade project that included wide-area network infrastructure, videoconferencing, Desktop and laptop PC deployment, Lotus Notes e-mail, and internet access.