Provide expert data analysis and consultation regarding complex data processes, business processes and interfaces to allow project teams to integrate enterprise-wide applications. Utilize Epic-Clarity (Allegheny Health System’s EHR system & reporting database), SAS, SQL, Excel and VBA to analyze data and present insights. Primary focus: Population Health Management.

Served as the business owner of a global, enterprise-wide, multi-currency Oracle sales data warehouse containing ~$17 Billion in annual revenue, fed by ~40 source systems, and spanning 14 divisions. The database housed over 9 Million customer records, 5 Million non-unique product records and 500K monthly invoice transaction records. Responsible for the functional design, accuracy and on-time delivery of revenue reporting out of the database (via Cognos). Concurrently, was the project lead and driving force for the integration of new data feeds (customer, product, and invoice/transaction records) into the database, including data feeds for a recent $13.6 Billion acquisition accounting for ~$4 Billion in annual revenue. Partnered with a very talented "core" Corporate IT team, as well as key divisional IT and Finance resources across the organization. Headed weekly IT team meetings, project-specific meetings, and contributed however necessary to ensure stable, ongoing, automated reporting services. Handled high-level strategic management, as well as very detailed data mapping, programming, testing, data validation and troubleshooting issues. Personally developed and maintained an in-house SQL automated customer grouping process, enabling consolidated, parent customer level reporting. Served as the data and reporting liaison to the Corporate Accounts executive sales team and other business customers. Presented data and reporting updates to sales Directors, VPs and Senior VPs on bi-weekly team calls and more formally at national sales meetings. Designed and implemented various SharePoint sites to house reports, manage reporting requests, and track projects. Received multiple awards. First 2 years of position: Designed and implemented a complex data-management and reporting system in SQL Server to facilitate the implementation of a new program, "Lean Lab”, while concurrently executing day-to-day Lean Lab operations.

Developed and managed a new team and function within Global Strategic Pricing. Team reduced profit erosion through strict monitoring of pricing behavior, coaching and advising the sales organization on proper pricing techniques, and by providing the sales force with the analytical tools and information to make informed pricing decisions. Headed the design, development and ongoing maintenance of reporting tools identifying pricing improvement opportunities. Provided guidance to both direct and non-direct reports, including senior technical staff. Communicated with all levels of leadership within the Sales and Finance organizations. Was a speaker at regional Sales meetings and in Sales conference calls. Provided strategic guidance and consulting services for Annual Pricing Update, successfully identifying and resolving issues creating unexpected and undesirable profitability projections in very tight timeframe.

Responsible for analysis, modification and accurate implementation of pricing strategy for the Customer Channels Group non-contract customers (over $400 Million in annual sales). Utilized criteria such as customer sales history, customer size, industry segment, and product visibility to determine optimized pricing. Managed direct reports and headed many special projects such as rebate pricing, reseller pricing and sales force pricing award recipient selection.

Designed, programmed and implemented pricing testing system in SQL Server that strategically optimized customer prices. The system processed over five million records, replicated the production system, compared results to production results and generated discrepancy reports. Completed corresponding process flow and requirements documentation.

Annually valued ~70 small Defined Benefit pension plans. Completed all associated actuarial work, including valuation reports, minimum funding calculations, Form 5500/5500EZ and corresponding schedules, benefit statements, benefit estimates, census data requests, and 1099s. Restated ~40 DB Plan Documents to remain in compliance with pension law (GUST). Met all IRS filing deadlines and received favorable determination letters.

Customer-facing role heading process flow development and calculator design for clients outsourcing their DB Plan Administration to Vanguard. Assigned to the highest profile DB clients. Received awards for results. Also headed multi-client calculation engine transition project (from external to in-house application) that resulted in the elimination of ~480K in annual vendor fees. Left the perfect job and perfect company to be closer to family.

Managed a team of 10+ professionals, responsible for all aspects of ongoing administration for eight Defined Benefit pension plans. Handled all aspects of management role while Supervisor was on Family Leave, including interviewing and hiring new employees, leading staff meetings and client meetings, and managing ~60 simultaneous projects of varying complexity. Received the Q1, 1999 Vanguard Defined Benefits Peer Recognition Award. Was offered a permanent Supervisor position at end of this assignment.

Verified complex pension benefit calculations manually and via spreadsheets. Handled special situations such as QDROs, Disabilities, and Required Minimum Distributions. Enhanced existing calculators, automating Prior Plan provisions. Built a batch calculation system, dramatically decreasing the manual work involved in calculation verification. Began as contractor in 5/97, was hired as a direct employee in 7/97, was promoted to technical lead in 1998, focusing on ongoing administration process improvement and automation. Was appointed Acting Supervisor in 12/1998.

Responsible for developing, implementing and overseeing operational procedures for a national hearing healthcare start-up GPO. Interviewed, trained and managed operational personnel on systems, pricing, contract negotiation, marketing and customer service. Earned significant bonus for set up and customization of billing system. Accommodated 700% sales growth from operational perspective.

Taught 6 math classes per day, 5 different levels, grades 7-12. Maintained all typical teaching responsibilities including lesson planning, student evaluation, parent-teacher conferences and after school tutoring. Substitute taught May 1994 - January 1995. Hired as full-time long-term substitute in January, 1995.