> Leading customer journey mapping & experience definition for in-vehicle Core Apps > Grooming backlog for 3 development teams focused on 3+ vehicle platforms & 13 applications > Building new ecommerce channel > Reviewing and breaking down complex technical information to address defects impacting the platform and customer experiences

> Managed WiFi, Navigation, In-head unit apps, & Hands-Free Calling> Focused on quality of existing end-to-end in-vehicle customer experiences (CX) by monitoring satisfaction, performance, and engagement leading to enhancements and new products > Developed strategic roadmaps utilizing internal & external analysis concentrating on CX feedback & future trends > Worked with cross-functional teams to capture inputs and feedback ultimately impacting prioritization of features and enhancements in product roadmaps> Executed roadmap initiatives, engaging team’s organization-wide such as Marketing, Contact Center, GPG, Finance, Technical, Legal, Brand Product Marketing, & Platform teams> Lead initiatives for the greater good of our internal team to optimize understanding of CX and feedback

> Lead end-to- end technical projects focused on creating tomorrow’s connected car by aligning all functional areas impacted by project scope and implementation >Managed programs through the GCCX Global Development Process executed through the Program Execution Team structure, ensuring all detailed deliverables are met, to launch on time, with quality, and meeting business expectations > Focused on continuous improvement opportunities with the PMO forum to continue to structure the organizational initiatives for success by refining deliverables, metrics, financials, and the overall management of change requests and projects > Ran cross-functional Program Execution Team meetings with internal, external, and third-party stakeholders to ensure all programs are vetted for alignment, inclusive of IT, Finance, Legal, Security, Testing, & Marketing, etc. > Communicated with stakeholders and leaders to identify, highlight and track dependencies, risks, issues/issue resolution, and successes

A member of the The CFO Solutions Project Management Organization, responsible for managing and controlling Oracle Hyperion projects to ensure project plans are implemented on schedule, within scope, budget, and meeting the quality expectations of our clientele.As a PMO member, it is integral to establish standardization throughout CFO Solutions, optimizing resource investments and creating efficiency within each practice and project.

Managing the Supplier Ship Direct and Referral channels of distribution. Management of the network encompasses managing financial and quality metrics to ensure there is a proper balance between managing customer expectations and customer service as well as keeping costs down.A part of the goal of improving customer service to the dealer requires a Supplier Ship Direct redesign in which the entire program is being overhauled. As an acting business lead it is my responsibility to work with key stakeholders including internal Chrysler team members, Suppliers, Dealers, and Carriers to ensure that a new and robust Supplier Ship Direct programs is the end result. The continuous improvement initiative drives the need to constantly work on providing Dealer's with additional and new value added initiatives such as providing visibility. Due to this initiative, I was the lead on launching an existing U.S. carrier in a new market, which involves coordinating a number of teams, processes and initiatives to ensure a smooth transition between the new and incumbent carrier.In addition to the projects listed above, my goal is to do gap analysis on existing processes and research benchmarks and best practices in order to improve the policy and streamline the existing process.

Budgeted and maintained inbound transportation costs in excess of $103 millionOptimized the transportation network for inbound freight resulting in cost savings in surplus of $5 million for 2011, and $1.8 million in the pipeline for 2012, contributing towards the $34 million CSI goal set for the inbound transportation teamDesigned an enhanced “truck order not used” policy and responsible for a corporate-wide launch, resulting in the reduction of 80% of the total “TONU” spent, excess waste, previous year by Chrysler (savings in excess of $900,000)Oversaw the inbound logistics operations for eleven plants, including Sterling Heights Assembly Plant and all U.S. Manufacturing PlantsCoordinated the external logistics network as a participant of the team responsible for the launch of second shift production at Sterling Heights Assembly Plant in February of 2011Developed and lead process improvement initiatives in various areas within the department

Delegated project requirements to the team SME for each client’s specifically identified business need.Researched information and found problem solving solutions for clients. Worked alongside the Site Leader to conduct business audits on incoming clients.Oversaw deliverable progress according to established timelines for all owned projects. Compiled team work to create a final document to present to client as a solution to their business needs. Tracked project progression, including client communication, employee hours worked, and project deadlines.

Worked closely with customers to continually communicate, fulfill and sustain all of their desired logistics needs, using the most cost efficient mode of transportationUtilized previous year metrics in order to forecast and develop the 2010 business plan Arranged shipment pick up and deliveries with over 100 DC’sNegotiated freight rates with over 200 carriers and over 30 customers Gathered information required to bid on over 10 customer requirements, of which were awarded approximately 90% of the lanes

Audited driver daily service logs to ensure all DOT regulations were followed appropriately, leading to consecutive “satisfactory” ratings provided by DOT AuditorsGenerated fuel usage reports and input data into separate filing systems for record keeping for auditing and tax filing purposes streamlining each process on a quarterly and annual basisAssigned drivers to destinations for pick- up of shipments and followed up on status updates resulting in a continuous and structured flow of customer products ensuring consistent service levels for over 50 customersGathered, organized and created fuel tax reports within the required by governmental agencies within the U.S. on a quarterly reports in a timely fashion, avoiding late fees and restrictions from traveling through particular states