Mary Beth Krantz Email & Phone Number

Chicago, Illinois, United States

Provides pro-bono consulting and executive coaching for non-profits. Member of ESC's Colleague Success Council.

Chicago, Illinois, United States

Owned the overall strategy and implementation of a global customer master data platform for a new Global SAP ERP program. Included the process of customer data collection, maintenance and governance of within the SAP MDG governance tool. Working with IT, responsible for the data lineage and integration across value streams and applications such as SAP S4 HANA, SAP IBP, SAP GTS, SAP TM, SAP Commissions, Saleforce.com, ServiceMax, Model N and Workday HRMS.• Directed the development and maintenance of standardized Global Customer data governance policies and procedures.• Utilized Agile project methodology to collect and validate business requirements and test criteria for SAP Master Data Governance (MDG) platform.• Identified design criteria for business partner master data to support transactional and reporting requirements, leveraging a global template to avoid customizations and minimize unique configurations.• Established Customer and Supplier governance workflow requirements for SAP MDG with inputs from all business Divisions.• Led a customer data de-duplication strategy, enabling the adoption of a single customer record as a source of truth to be used by all Stryker businesses and processes. Reduced duplicate customer records by 51% across three Divisions.• Led the creation of Stryker’s Enterprise Data Governance web page for data standards, tools and best practices. • Executive Sponsor and host of annual Global Customer Data Summit to share best practices and strategies across all business units.• Led a newly established Location domain strategy and development, including the assignment and utilization of GS1 Global Location Numbers.• Supported M&A projects, including the master data and contracts/pricing process alignment with the $4B Wright Medical acquisition.

Greater Chicago Area

Leader on the overall enterprise master data and governance strategy and policies across the enterprise including product, customer, supplier and healthcare provider data.• Led the Data Governance Office (DGO), developing an early cross-domain strategy, operational plan and implementation of data governance and MDM for the corporation. This includes product, customer, supplier, and healthcare provider MDM domain governance including strategies to enable consistent use of product data across the enterprise (Product MDM hub, ERPs, PLMs, GDSN, etc). Leds direct reports responsible for data collection, maintenance, quality and analytics in product MDM platform.• Provided direction in the development and maintenance of Data Governance policies and procedures across the corporation.• Led the DGO core, Divisional and Steering Committee discussions and collaborative program decisions.• Provided benchmarking of data governance best practices. Business sponsor for the development of a Data Business Glossary of common Stryker business and data terms, structure and uses.• Led the product MDM efforts for key global programs (cross functional and cross divisional) to enable compliance with regulatory, business and customer requirements.Other duties/accomplishments:• Drove ongoing compliance efforts for UDI data submission for remainder of products.• Enabled full transition of all Stryker sellable goods and services to GS1 standards.• Subject matter expert in Global Data Synchronization Network (GDSN) requirements and implementation strategy.• Developed customer communication regarding product master data and GS1 label changes.

Greater Chicago Area

Led the overall strategy and implementation of product master data to support the FDA Unique Device Identifier (UDI) program including the process of collection, maintenance and governance of product master data. Created strategies and tools to minimize customer impact due to UDI implementation and the transition of all product labels to GS1 standards. Led a data governance team focused on policies and best practices.• Directed the UDI MDM team (business and IT aspects) in the collection of UDI product data and creation of a master product record in a new IBM MDM platform. Successfully submitted all 2014 and 2015 items to the FDA ahead of deadline and below budget.• Consolidated all GS1 product codes globally into a corporate process and procedure. Assigned over 59,000 official Global Trade Identification Numbers (GTINs) for Stryker items and packages within 18 months.• Directed all aspects of the customer track for UDI. This included leading the development and implementation of customer communication, customer web page applications, and support on customer issue resolution regarding UDI and the global launch of GS1 product labels.• Developed Product MDM domain governance strategies to standardize consistent use of product data across the enterprise (Sphere MDM, GIM, ERPs, PLMs, GDSN, etc). Led direct reports responsible for data collection, maintenance, quality and analytics in product MDM platform.Other duties/accomplishments:• Co- led the creation of a Data Governance Office (DGO) with IT.• Responsible for the Product MDM domain governance including strategies to enable consistent use of data across the enterprise (MDM, ERPs, PLMs, etc)• Directed the development and maintenance of data fovernance policies and procedures. Led team in development of data governance quality document suite to facilitate data quality, integrity and completeness for UDI data.• Expanded data governance participation across the business and supported DGO Steering Committee.

Led a team that manages surgeon consulting agreements for business development projects, product development input, and education programs on the safe and effective use of Spinal implants and instruments to Sales employees and surgeon customers.. Partnered with Legal, Compliance and Regulatory functions to ensure compliance on all SOPs, AdvaMed Code of Ethics and State/Federal laws that affect consultant surgeon engagements. Collaborated with sales management, Medical Education and Marketing to validate, deliver and evaluate surgeon training strategies and programs.Highlights include:• Created a formal governance process for the selection and utilization of Key Opinion Leader (KOL) and specialty surgeons for consulting activities.• Developed new reporting tools to facilitate matching surgeon consultant skills and specialties to business needs.• Launched a new corporate tool allowing consultants to review their work plan events and bill online. Achieved a 70% adoption rate in 6 months.• Implemented performance metrics for contract creation, payments and presentation approval process.• Reduced payment turns for consultants by 30%.• Key contributor to Division's "Green" internal audit results on HCP Interactions since joining the organization.Other duties/accomplishments:• Corporate Steering Committee team member for Stryker's Sunshine/Transparency reporting project. • Leds the Spine Division's Customer Engagement program, partnered with Gallup on the creation and delivery of an online survey methodology, as well as customer feedback analysis, communication of results and improvement activities.• Surgeon Presentation On-Label Review Process creator and owner.• Recipient of Spine Division's prestigious “Visionary” award in 2012.• Stryker Spine Site Coordinator for the Stryker Women's Network.• Medical Device & Diagnostic Ethics and Compliance Conference Speaker on “Remaining Competitive in an Era of Increased Transparency”. (October 2013)

Selected for a newly created global role to integrate Customer Advocacy programs for combined $8B Government and Enterprise markets business. Developed strategies to improve quality and customer satisfaction across 4 regions (North America, Europe/Middle East, Africa/Asia-Pacific, and Israel), encompassing customer surveys, scorecards, and other techniques. Sponsored Black/Green Belt initiatives for continuous process improvement. Delivered presentations on quality goals and results to customers, senior management, employees, and vendors. Supported sales/revenue goals by ensuring customer satisfaction remains at industry benchmark levels. Highlights include:• Leveraged best practices from each business to create a single global EMS customer management framework to identify 2010 improvement programs for senior management.• Reduced costs of customer perception/loyalty survey process by 54% in 2009 by consolidation across all EMS businesses and geographical regions, raising participation level and facilitating executive decision making. • Expanded customer scorecard program by 64% across global government customer base in 2009 and established this best practice in enterprise space to enhance customer relationships with key accounts.• Drove 320% increase in Senior Leadership engagement with key accounts within 10 months via goal alignment and quarterly governance.

Asked by management to reestablish a quality structure and develop quality leaders at the corporate level. Implemented, directed, and measured quality and customer satisfaction programs for Government and Public Safety across North America, including US Federal and Canadian government entities. Coordinated and monitored delivery of quality solutions from development, manufacturing, and vendors to the end customer. Managed team of Field Quality Directors and Managers across 9 locations.Highlights include:• Consolidated customer quality processes and results across North America and achieved industry benchmarks of 90% satisfied/very satisfied and 85% customers loyalty index.• Recognized by the Motorola Women’s Business Council for launching customer scorecard advocacy program that provided focus and partnership between client and Motorola executives.• Spearheaded implementation of a customer hotline to respond to high visibility complaints within 24 hours. Established customer escalation and internal communication process, ensuring executive team was informed and engaged in issues as appropriate.• Actively participated in company mentorship program; developed several individuals that advanced to key positions of leadership. Served as Quality Coach to four Sales Vice Presidents.• Core contributor to CEO Quality Award for Government and Public Safety Division, a prestigious award given to only two Motorola businesses worldwide each year.

Relocated to division headquarters in New Jersey to strengthen skills across 120 pre-/post-sales engineers in 21 states. Trained and empowered managers to establish awards and incentives to develop and maintain high-quality mission-critical public safety communications solutions with an engineering balance of cost and risk containment.Highlights include:• Doubled design output with the same number of resources over a 3-year period. • Instituted process for high quality designs which eliminated additional equipment or costly corrections after sale. Reorganized staff to specialize in technology sleeves, yielding less design oversight, eliminating rework, and shortening design cycle times. • Created a Coverage Design Center as a best-in-class operation for providing accurate and timely coverage designs, supporting $2B in sales. Successful rollout led to adoption across all of North America. • Drove development of a budgetary proposal design process, leveraging existing tools and teams to provide consistent and quick cycle-time in customer information delivery. • Established low-cost national training forum for all 300+ field engineering personnel across North America.• Successfully partnered with HR to rectify a harassment complaint in a field office location with no further issue. Ensured appropriate steps were taken to educate the entire team on safe and respectful workplace practices. • Negotiated and coordinated the delivery and integration of a transportable communication site at Ground Zero during 9/11, resulting in purchase by the City of New York. Effectively spread workload across other geographies to ensure business continuity for customers during turbulent and stressful time. Maintained all deliverables for sales, enabling achievement of quota for 2001.

Launched and secured buy-in for a new business to upgrade, test, and deploy new software, hardware, and features for customers running 24/7 emergency services operations. Hired, trained, and supervised engineers and program managers supporting field organization.Highlights include:• Developed business rules, processes, and procedures to facilitate smooth upgrades to live public safety systems. Built a test lab to preload and test software prior to on-site upgrade activity, minimizing critical downtime. • Brokered purchase of programming equipment from another manufacturing unit and established agreements to access and manage older software. Improved ability to get older radio systems back on the air in case of catastrophic failure and reduced average cycle time to deliver software by 75%.• Led upgrade of 200+ systems within 18 months, reducing impact time from multiple days to less than 2 hours per customer.

Founding team member of a world-class customer integration/staging center. Showcased all major system network components for customer test, sign-off, and milestone payment prior to shipment. Developed standardized test procedures, as well as customized installation documentation per customer unique designs.

Supported integrations efforts for a Weapon Delivery and GPS Navigation system on B-52 Aircraft. Supported on-site installation and test of equipment at Barksdale AFB. Successfully presented $19.6M of engineering scope of work during change order negotiations with the Air Force. Participated in an R&D integration design of a Autopilot and Flight Management Computer, developed by Honeywell, into the Air Force Chief of Staff's C-135 "Speckled Trout" aircraft.