Selected Achievements:* Supported the successful acquisition of several large clients that represented approximately $10 million dollars in repeatable annual revenue for a 3-year period.* Assisted with the development and implementation of the Project Management Governance and Standard Operating Procedures across all global locations that resulted in a 6% reduction in project costs and increased efficiency and employee satisfaction.* Worked with the application sponsors' and the development to design an intuitive user interface fora best in class Emergency Department Electronic Medical Record application that has been adopted by 5 hospitals and has an average overhead cost reduction of 4% and has increased operating revenues by 2.5%.

Drove standardization and best practices in the Rewards & Recognition program:Researched and analyzed recognition trends, created and implemented a monetary spending guidelines process that resulted in a $500K reduction in Award spending. Streamlined accounting chargeback process, resulting in a 95% reduction in cost center chargebacks.Updated and maintained Rewards & Recognition system to minimize helpdesk resource time by 50%.Created and distributed a monthly Rewards and Recognition (R&R) Reporting Package to Finance Leadership Team, including the CFO and R&R coordinators, to better assist each Finance area to track spending and stay within recognition guidelines.Developed a Reward and Recognition Quarterly Newsletter to better promote the usage of employee programs and publicize recognition award winners. Created Reward and Recognition Refresher Guide to promote consistency and better understanding of the Finance recognition programs. Managed and supervised the process improvement and maintenance of the Finance Proficiency System and User Help Desk:Used database development knowledge to create and implement an issue tracking system, which saved the department $20K in development costs. Managed 5 system administrators and achieved 100% closure on all help issues submitted, with 90% of those issues resolved within 24 hours.Created process to communicate and track usage compliance, which increased employee usage from 50% to 95% on development plans and 20% to 72% on action plans.Directly resolved system issues and handled general website maintenance, which resulted in a 25% cost savings in vendor support charges.Managed vendor relationship to facilitate timely enhancements, testing and system issues resolution, providing a positive user experience.

Manager, Global Reengineering/ Six Sigma – Project Management Office (2002 - 2006)Developed a Resource Allocation system that enabled the department’s Leadership Team to effectively track resources and projects, globally. It also assisted in the elimination of project resource conflicts in a situation of propriety knowledge, as well as providing the ability to assigned projects based on employee development goals.Managed the development, implementation and maintenance of widely used corporate intranet sites; Global Reengineering/Six Sigma Corporate Intranet site (R6web), Reengineering/Six Sigma University website (R6U), Reengineering/Six Sigma Stakeholders Information Repository website and Reengineering/Six Sigma Reporting website (R6MIS)Collaborated with Senior Leadership and Business Unit contacts to identify reporting requirements to facilitate the design and implementation of reengineering financial reports used in the quarterly Business Unit Review (BUR)Provided design guidance to the Communications team to ensure their intranet sites were built according to American Express intranet guidelines, ensuring a uniform look and feel across all Global Reengineering/Six Sigma related sites.

Analyst•Managed the development and implementation of the global American Express Company Policy Library, which was used to communicate all current American Express Management and American Express Financial policies across the entire organization. Created and implemented the Global Internal Control Policy Library, allowing all users, globally, to access the Internal Control Policies and Procedures and provided a venue to post questions in a discussion forum.•Managed the development of the initial user-interface for a system that provided management with an electronic means to facilitate the Performance Management Process (PMP) by providing an efficient, paperless and secured platform for creation of employee goals, development plans, performance self-assessments, leadership talent assessment and performance reviews. •Reduced department overspending on all accounting lines by implementing an expense tracking system that enabled department head to review and approve current year budget alongside actual spending and accruals.