Michael Gale Email & Phone Number

Boston, Ma, Us

Dayton, Ohio, Us

A consulting firm with multiple locations, our goal is to help your company solve business andtechnology challenges by asking tough questions, leading crucial conversations, and blending ourexperts with yours.Here's how I play a role:Client: Fidelity InvestmentsMarch 2018 - presentScrum Master to Stock Plan Excellence squad improving the lifetime relationship with participants.Client: Fidelity InvestmentsJuly 2017 – January 20181) As an Agile Coach, mentored Sales and Service Model teams in adoption of the Agile methodology to implement new wealth advisor processes into the live channels.2) Helped define a governance model for intake and execution of projects on behalf of Sales and Service Model management.Client: Fidelity InvestmentsDecember 2016 - July 20171) Scrum Master for all five Business Intelligence and Analytics scrum teams. Mentored teams and Product Owners on Agile methodologies. Reviewed all processes and aligned them to Agile.2) Teams supported the MyPerformance tool, operational dashboards for business units, analysis of Genesys call segment data and integration of multiple data sources for easier end-user reporting.3) Became Certified Agile Coach (IC-Agile)Client: Fidelity InvestmentsJune 2015 – December 20161) Program Manager then Scrum Master for team developing the Service Support Group which merged Back Office Phones and Case Managers into a single national support group for complex problem resolution.2) Analyzed over 125 distinct problem types for process optimization, system access, and training requirements.3) Converted case management from a role to a skill set included in all SSG roles.

The Small Business Administration sent a large list of concerns regarding the SBA program at Citizens Bank. They were considering revoking the bank's Preferred Lender status which could put 10% of the revenue base at risk.I was brought in to use my Lean Six Sigma background to review/correct the end-to-end program. I became conversant with all SBA Standard Operating Procedures and mapped the requirements to the exiting value stream. I then drove the cross functional teams needed to create or improve processes to resolve the SBA concerns. We needed improvements in processes and documentation standards for loan underwriting, loan closing, servicing, liquidation and monthly reporting. The bank was almost entirely Express loans averaging $50,000. By developing procedures for 7A and 504 loans, the bank can now do multi-million dollar loans for nearly the same amount of SBA processing, greatly increasing the return on the SBA program.To mitigate IT timeframes and resolve process issues quickly, I developed two applications. The first was an Automated Documentation Checklist to ensure all SBA required questions were properly documented (MS/Word and Visual Basic for Applications). I also created and maintained an SBA tracking and reporting system in MS/Access until this could be included in the normal loan tracking application.The follow-on audit by the SBA confirmed all issues were corrected and no new issues were found.Skills utilized: Lean Six Sigma, Kaizen, programming, facilitation, compliance, project management, program management, meeting management, data analysis, database.

Providence, Rhode Island, Us

I was brought on because I had both Imaging and Lean Six Sigma experience and the bank wanted to review the multiple independent imaging teams to determine if a centralized approach would be more efficient. I consolidated the two major teams reducing costs and opening space for an expanding loan processing team.I was then tasked to determine the potential for straight-through processing between a new loan approval system and a new loan origination system. I analyzed the data elements and identified the optimal path for collecting data, but noted that second draws were not possible with the planned solution. They were ultimately replaced with a single integrated system. Technology Services utilized Black Belts to apply Define-Measure-Analyze efforts on incoming business line technology requests and to help complete the business case on requests with appropriate ROI. During implementation, we ensured the project remained focused on the original business concern. Projects I completed include:• Commercial Credit File Imaging (reuse customer data already collected)• Advanced Loan System Address Cleanse (eliminate a source of returned mail)• Electronic/Centralized Returned Mail (automate processing of returned mail)Black Belts were also a shared service to all other groups at the bank needing to run process improvement projects. Using the Kaizen/Work-Out approach, I facilitated and concluded process improvement efforts in:• AML Due Diligence (compliance to new guidelines)• Appraisal Process Re-engineering (compliance to new OCC guidelines)• ACH Account Opening process (eliminate 70% of rejected submissions)• Incentive Transformation (processing steps to support new payment program)• Branch/ATM Address standards (standard address format, GPS-compatible)

Round Rock, Texas, Us

As a Deployment Leader I had to be pro-active and engage with the leadership of the groups I supported. I needed to understand what concerns they had and how LSS could help resolve the issue or provide the data needed to make a decision. It was a blend of running projects, coaching Belts, and listening.For a specific business unit, I led the following efforts: • Gained 7% margin improvement by restructuring global pricing (Sales) • Identified products to enter end of life via portfolio alignment (Product Management) • Created balanced scorecard to drive improvement decisions (Operations) • Identified initial team to adopt Agile engineering techniques (Product Development)At the corporate level I was a facilitator at the Innovation Conference leading teams of engineers though directed brainstorming sessions to identify potential new products for the company. I am most proud of my work that helped to create the Total Customer Experience program. All efforts under this program had to be directly tied to a customer measurement. We developed a collection of survey’s and the heuristics to tie these questions to business scorecard metrics and obtained an US Patent (#7818203 - Method for Scoring Customer Loyalty and Satisfaction). Each quarter the survey results were presented to the executive council with specific improvement recommendations.

Round Rock, Texas, Us

The initial waves of Six Sigma training proved successful and a full-blown program was being implemented. I was asked to join the PMO and be responsible for all training and operations aspects of the roll-out. With so many people needing to be trained, the cost of sending everybody to Air Academy courses had to be addressed. Managers were complaining that their best employees had to be away from the job for multiple weeks. There were also complaints that the examples used did not apply to EMC.I was able to reduce training costs and training time by over 70%. I converted the Air Academy program into in-house training using a CBT/Workshop approach integrated with EMC-specific examples. This was converted to six languages to support the global roll-out. So leaders would know how to take advantage of their newly trained workforce, I developed an Executive Training program. While I had a team of trainers, I also personally conducted over 50 courses (average 20 employees each). The team trained over 5,000 employees in workshops from Advocate to Black Belt. Over 50,000 CBT hours were conducted.

Us

I was asked to bring my process knowledge into the Global Operation Center (GOC) and suggest ways to improve how we supported customers. I presented a list of potential improvements varying in difficulty of implementation. Two months later when none had been implemented I was asked to take over the GOC and drive the improvements.The GOC was a 24x7 100+ person managed services support organization providing primary storage and backup services to Fortune 100 clients. The team ensured over 100 customers had access to 150 TB primary storage. They conducted 1.5PB of monthly backups within defined windows and completed 1100 monthly restore requests. After the process improvements were made we never paid a penalty for missing a Service Level Agreement with a customer.After implementing new support tools and processes the average age of open tickets decreased by 60%, resulting in a company record for customer satisfaction.Customers liked the internal software that managed our infrastructure and it was converted into a SAAS application. With the process improvements implemented, I was able to restructure the team to include software support with no additional headcount.

Tower Technology took much of Data General’s Imaging Business Unit when Tower move global headquarters from Sydney to Boston. I came on as the head of Professional Services and created all PS practices and service delivery standards. I was also the primary Program Manager for tactical customers.I reviewed all outgoing proposals for technical fit and appropriate services pricing and maintained target margin by developing standardized project management processes.Assisting the UK office, I designed and implemented an imaging system at a major insurance company to comply with legal requirements for document retention. We converted 36M documents and loaded them into the imaging system within the government deadline.I was the lead PM at a critical client were we implemented an imaging and workflow solution at a financial services company. The system supported 400+ customer service users and allowed the client to reduced breakage reserve by $500,000. The solution improved support response time by 60%.

Las Rozas, Madrid, Es

Developed and implemented customized imaging/workflow solutions integrated with legacy applications. Developed custom and packaged solution services delivery (PS) offerings. Decreased implementation time 15%. Coordinated professional services and assumed support for 200+ customers. Increased customer satisfaction 30%, eliminating complaint calls.

Las Rozas, Madrid, Es

Successfully released new technology to customers by driving strategic alignment across all internal activities (R&D, manufacturing, Field Services, PS, Training, and Marketing). Managed overall costs against revenue streams to ensure financial targets were met.

Las Rozas, Madrid, Es

Living in Singapore for three years, leader of an overseas software development facility, coordinating with labs in London and Plano, Texas. Successfully completed DG’s first international joint software effort.

Mba, High Technology Mba Program

Bscs, Applied Computer Science

Numerical Analysis

Education record