Worked with established and new Disability Custom Correspondence team members to align reporting to adopted ADM methodology for both Legacy and Catalyst platforms.KEY ACCOMPLISHMENTS:• Functioned as Product Owner for high volume, continuous delivery Kanban team handling over 400 specialized requests for claim correspondence, resulting in on-time delivery with a less than 1% error rate. • Mentored team members for adoption of SAFe processes and roles. • Provided background to coaches on the continuous delivery pipeline of both platforms to aide in moving to the ADM model with a little interruption in the day-to-day process as possible. SR. PROGRAM MANAGER/PROCESS ENGINEERDeveloped a continuous delivery pipeline Kanban process for delivery of custom and standard content changes for Catalyst Correspondence. This involved identifying and establishing a working relationship with key departments external to the Disability organization as well as establishing communication and coordination processes within the Disability organization to ensure a smooth delivery to our customers. KEY ACCOMPLISHMENTS:• Developed workflow for processing requests to update claims correspondence to maintain regulatory compliance or custom requests. • Performed Product Owner and Scrum Lead role for team, mentoring new teammates, mentoring requesters on differences between Legacy and Catalyst platform and providing consultative services as needed. SR. PROGRAM MANAGERWhile assigned to the Catalyst project I worked with Business SMEs, Forms team and Document Writers/Standards experts to develop and test the base templates for the Catalyst Correspondence. KEY ACCOMPLISHMENTS:• Working with Business SMEs elicited, refined and documented business requirements for the newly defined correspondence templates. • Appointed by program leadership as the facilitator for all program meetings. Established standards for requirements documentation, review procedures and update methodology.

https://www.advisorycloud.com/profile/Paulette-Young

Worked in the Direct to Consumer (DTC) unit utilizing digital platform.KEY ACCOMPLISHMENTS:• Assumed responsibility for BAU support and quickly established a clear tracking and reporting process to provide insight and accountability for status of work across IT and Business resources. • Working with the DTC Marketing team, devised strategic approach to improve marketing capabilities and define business cases to align with organizational goals and requirements.• Worked with DTC executives to align all BAU work into a single ranked backlog to improve coordination with IT team to support enterprise objectives.

Worked with business leaders to define the claims process, verbalize and document the business requirements and implement a digital solution for the small market arena (Small Market Digital project). KEY ACCOMPLISHMENTS:• Streamlined process for requirements gathering and documentation, and established timeline for execution. • Increase the executive stakeholders’ visibility into the project status, costs, schedule and their departments accountabilities for those goals to be met.• Partnered with IT PMO to establish communication channels, understand prioritization and development process to coordinate business deliverables and resources appropriately.

While on this short-term assign from TALUS PARTNERS, I was engaged at Selective to rescue expansion program, which was behind schedule and over budget. Assessed the situation, provided coaching to team, improved organization by applying accountability to outstanding tasks and introduced PM best practices. KEY ACCOMPLISHMENTS:• Within two months project was back on track and approved to continue because I facilitated improved communication, instilled accountability and negotiated resource availability.

While working with TALUS PARTNERS, my work at HSB included:Rescued global and North American projects that had stalled. Brought leadership experience, knowledge and expertise in the use of methodologies and tools to facilitate collaboration with PMO leads for change management in the areas of process improvement and roles/responsibility definition to turnaround productivity levels.KEY ACCOMPLISHMENTS:• • For multi-divisional (USA, UK, Canada) identified high level requirements, completed RFI/RFP process, identify preferred vendor and began contract process in less than eight months by effectively building a partnership between organizations which had not previously worked together. • Provided proven leadership for a US upgrade project, resulting in faster-than-expected delivery under budget. • Coordinated effort and forged relationships across several Canadian and Corporate business and support areas to set direction, dependencies and schedule to ensure on time completion.

Managed SOA PM team and several enterprise-critical programs and projects as SOA Domain Portfolio Manager. Guided team through several corporate and domain re-organizations and associated focus area changes while delivering all projects on time and within budget.KEY ACCOMPLISHMENTS:• Implemented best practices including standardized critical communication processes, tracking, Change Management and department-wide meetings.• Regularly brought projects back from near-failure to completion by mentoring project manager assigned to effort.• Managed SOA PM team Demand and Capacity, facilitated team growth by assigning mentors as necessary and developing resource tracking tool.• Established relationships with Enterprise-level PMs and educated them regarding SOA accountability and constraints. Worked with these PMs to determine appropriate engagement model.• Established the Testing Center of Excellence.

For this short-term assignment from Talus Partners, I Provided leadership and built relationships with PMs, BAs and Business Area SMEs to deliver a multifaceted Unclaimed Property Initiative in response to state Audit requests. KEY ACCOMPLISHMENTS:• Developed standardized enterprise processes to handle unclaimed property to ensure Lincoln Financial Group maintains regulatory compliance with emerging regulations. • Responsible for program oversight, staffing and budget forecast, creation and maintenance of program level deliverables and reporting status to management.• Working with Data Security team, identified requirements and dependencies to develop appropriate security and access framework for both SharePoint and LAN access. • Defined the PMO Organization and assembled appropriate resources to support that structure.

Lead global project team in the development and implementation of a Corporate Catastrophe Data Warehouse application. Introduced accountability into project execution to maintain quality and timeliness of deliverables. KEY ACCOMPLISHMENTS:• Identified Actuarial requirements and reporting dependencies by making the actuaries realize their importance to the process. • Established requirements management by partnering with off-shore resources on development of robust Business and Technical requirements. • Communicated with management to reinforce continued engagement enabling appropriate resource availability, lessening priority conflicts.

Direct leadership of a global team of 75+ managing multiple concurrent projects around the world. KEY ACCOMPLISHMENTS:• Spearheaded initiative to retire obsolete Enterprise Data Warehouse infrastructure and replace with cutting-edge technology. Saved company $9MM and increased computing capability & performance by 50%. • Re-estimated an inherited program to fund migration and identified $5K in cost savings.• Developed approach and high-level milestone methodology for migration of other Enterprise Data Warehouses.

Oversaw innovative technology solutions program from Enterprise Architecture perspective, including PEGA, Siebel, Informatica, Oracle, WebLogic, Middleware Infrastructure (IBM MQ, IBM DataPower), HP Systinet/System Oriented Architecture. Built strong relationships with many Corporate areas, especially the Enterprise Architects, the Enterprise PMO, Infrastructure and other IT areas to deliver project on time. KEY ACCOMPLISHMENTS:• Reduced variance from 30% to 5% by improving forecasting techniques.• Rescued critical middleware project to bring it in on time, avoiding a potential over-run.

Developed strategy for and managed a 100+ person cross-functional team comprised of FTE, On-Shore, Off-Shore and ASP Vendor-Partner Resources. KEY ACCOMPLISHMENTS:• • Successfully led $4.2MM program to build solution for SEC22C-2 reporting by moving from a single implementation to an iterative implementation strategy and using my relationship building skills improved communication between the Business and IT team members. • Facilitated the adoption of a corporate-wide reporting alliance between all Lines of Business, Compliance, and external Vendors.

Coordinated and oversaw operational and technology functions for Corporate Loans Data Base Systems including Federal Bank EDI communications, FTP & JES file transfer process, Mainframe and server-based application interaction, and interface communication with Teller Platform and back office processing.KEY ACCOMPLISHMENTS:• Developed and implemented standard for technical project documentation and mentored department resources for successful adoption.• Received recognition for disaster recovery work by Office of Continuity Assurance for assuming training leadership of new on-line trouble reporting system. • Ensured timely update of database utilized for both back-office and customer facing interactions by re-engineering the loan system.