Marc Taylor Email & Phone Number

New York, Ny, Us

Technical Program Manager (TPM) for all global gateways (network node used in telecommunications that connects two networks with different transmission protocols together)-Set three year vision of Product utilizing McKinsey Product Institue-Rollout of Universal Modem Gateway (UMG) to modernize Nielsen's 90,000 U.S. panelist -Serve as global supply chain manager for all tangible hardware with focus on finance ($~50M CapEx annually), S&OP planning, long term forecasting, vendor execution and risk management

Sanford, Florida, Us

Accelerate the digital transformation of our product offerings. Transform to cloud native operations utilizing legacy and future CRM systems, fused with web service calls and media management. Implement and integrate data science operations by implementing customer analytics.-Program management managing international projects in technology and software development.-Work with creative team to manage deliverables including social media, videos, retail displays, as well as digital assets for web and mobile.

New York, Ny, Us

Create and lead a Center of Excellence dedicated to technology modernization in the application of Artificial Intelligence (AI), Machine Learning (ML), Robotic Process Automaton (RPA), and Automation across 3,000 global analysts. Assumed role of Employee Resource Group (ERG) North America Leader of Support & Employee Resources for Veterans (SERV).-Create business intelligence and augmented analysis with natural language processing (NLP) and advance algorithms.-Utilize open software source libraries (e.g., TensorFlow, Scikit-learn) for a range of tasks. -Present back in tools with natural language generation (NLG) layered on the existing Nielsen BI tools.-Create a data warehouse utilizing MS Azure in which all applications ran in parallel with client deliverables real time.-Saved $590,000 annually by utilizing 33 global RPA citizen developers, who were trained concurrent as citizen users.-Preside over and managed 39,300 hours of robotic process automation (RPA) labor across 22 countries.

New York, Ny, Us

Serviced Nielsen's largest ($) and most strategic 12 accounts. Inspired and directed a team of 8 direct and 32 indirect reports (Senior Global Data Scientists) in the U.S. and Europe. Reported to Nielsen’s Chief Data Officer. Accountable for generating and leveraging advanced analytics to deliver and build customer insights and customer-centric strategies for clients. Data Science Leadership Steering Committee Member.-Led and drove global initiatives focused on revenue growth, revenue protection, and operational excellence.-Expanded client's skills focusing on data engineering, product knowledge, application of AI and ML using our data.-Applied statistical sciences to address business challenges and learning new statistical/analytical methods.-Authored “Ultimate Guide to RMS” achieving 50,000 client views—received recognition from the CEO.

New York, Ny, Us

Client Service Executive for PepsiCo across 67 country markets. Operated as the COO of $115MM account. Provided product domain expertise on the product strategy, technical implementation, and operational process. Assumed responsibility as the subject matter expert on the product to evangelize the product(s) with internal stakeholders and clients. Accountable for the quality on-time execution of all deliverables against client specific technical roadmap. Promoted in 12 months to the Global CSE Team Lead, managed Strategic Client Leads and assumed responsibility for Nielsen’s 10 largest accounts.-Progressively assume additionally responsibility of Colgate Palmolive. -Successfully implemented global aggregated product valued at $15.0MM annually.-Devised a Center of Excellence hub model to support the Strategic Client Lead function utilizing offshore resourcing.-Received the ‘Chief Operating Officer Award’ for innovation with client in 2016.

New York, Ny, Us

Motivated and managed 15 resources on 4 continents, including Black Belts and Master Black Belts in Business Process Improvement. Dotted line reporting to Nielsen’s Chief Product Officer, Chief Technology Officer, Chief Information Officer and Chief Engineer. Served as Nielsen’s Six Sigma Subject Matter Expert (SME).-Set policy on talent retention and career progression, including a Master Black Belt program for top 10% of performers. -Formally trained 60+ Black Belts, Green Belts, and Executive Black Belts in DMADV and DMAIC methodology.-Improved ROI of teams by 55% with actuals in 2014 of $6.0MM incremental revenue with $2.4MM hard savings.-Chosen for Nielsen Leadership Program (NLP) focused on South East Asia growth (Singapore 2014).

New York, Ny, Us

Initially served as an individual contributor and quickly promoted to lead a team of 3 direct reports. Served as the voice of the client and provided feedback on client needs and challenged internal processes to best deliver those needs. Managed client expectations and delighted client by delivering outstanding above market servicing. Presented accomplishments of a Six Sigma DMADV project to the CEO of Media Rating Council.-Led project in Neuroscience signal processing reducing cycle time from 14 to 5.1 days with 85 employees in India.-Primary process owner contact for the integration of Arbitron, an international media and marketing research firm ($1.3B acquisition).-Assumed team lead position across peer Black Belts during the integration of Arbitron into Nielsen.-Led product execution within Product Engineering and guided product deployment of Nielsen Store Observation (NSO).-Successfully deployed Nielsen Store Observation (NSO) to 20+ markets in 14-months.-Reduced Service Level Agreement (SLA) cycle time from 7.1 days to <2 day using business process improvement.-Received company’s highest award for the Latin American deployment of Nielsen Store Observation (NSO).

Falls Church, Va, Us

-administer campus Risk Management process across 4 distinct Business Areas reporting to site GM-own Risk Management policy and governance-functional manager of process quality engineering for $360 Million campus with 8+ engineer direct reports-administer Business Area's continuous improvement program mentoring five (5) GreenBelts & one BlackBelt with projects scoping digital data, crystal assembly perfection, system calibration yield, strategic supplier teaming, material earned value, and vendor performance improvements

Falls Church, Va, Us

-monthly presentation to Executive NG Management of health of business area-disciplined Risk Management implementation and execution in $63 Million Business Area-estimate, plan, schedule, monitor, evaluate, document and direct risk handling plans / projects demonstrating advanced project management skills -lead and mentor DMAIC methodologies to drive continuous improvement program initiatives coaching 13 employees with three Green belts and one Black belt completing 23 CI projects since 2008-advanced problem solving techniques including RCCA, reliability engineering, fault tree analysis, FMEA, DFSS, system simulation, failure analysis, trending, and FRACAS -implemented critical supplier team traveling to 17 domestic and international vendors communicating risk strategy

Falls Church, Va, Us

Laser Systems-six sigma methodologies to implement process controls within supply chain-strategic supplier selection / evaluation / assessment-establish inspection of complex optic substrates and coatings, mechanical, and electronic assemblies in DOD environments including in process validation, SPC, ATPs, and source inspector training-IPC-A-610 Certified Specialist - acceptance of Electronic Assemblies -implement supplier corrective action plans; monitor quality control activities at supplier and subcontractor facilities maintaining feedback loops; evaluate and ensure quality systems are maintained-reduced Use As Is performance 27.6% over previous year’s performances-improved dock to stock lot performance from 10.1% to 40% on purchased part’s lots

Dublin, Ireland, Ie

Eaton Fluid Power, Electrical Distribution and Controls-acquisition of Mechanical Products moving five product lines-prepare cost estimates for new products, capital equipment, and engineering changes-process creation, evaluation, and perfection to drive Lean Manufacturing improvements-production layouts; Value Stream Mapping to identify waste and drive Future States-deploy Six Sigma DMAIC methodologies to minimize production and quality variance-increased throughput by 160% on electromechanical circuit breaker Production Line over five months with manpower reduction-lead role in product redesign of thermal assembly on 700 CB Line-’04 annualized cost out hard savings of $189.3K

Purchase, New York, Us

-off-shift management of Blow Molding plant; 15-17 direct labor reports including molding technicians, process technicians, machine operators, electrician, and material handler-hi-speed bottling and packaging with multiple fillers exceeding 275 BPM: downtime less than 1.25% per shift-responsibility of all efficiencies including safety, PPE, GMP requirements, continuous quality improvement, downtime, scrap, material usage, labor utilization, training, scheduling, ongoing appraisal / annual reviews, PM work, and changeovers-JIT operation with less than 5 minutes finished goods on hand-plant output approaches 3 million units any 7 day period-implemented safety turn around ’99 IR=6.5 ’00 IR=7.5 ’01 IR=0.0 ’02 IR=0.0

Arlington, Virginia, Us

attained SGT (E-5) rank Aug of 98 -front line leader; responsibility of counseling, development, and training of underlying troops

Executive Graduate Study Risk Management, Risk Management

Masters Of Business Administration, Finance

Bachelor Of Science, Engineering/Industrial Management