Peter Vaeth Email & Phone Number

Chicago, Il, Us

United States

 Lead learning strategy and development of personalized learning journeys for 10000+ dentists, hygienists, dental assistants and lab technicians to drive strategic business priorities across 1000+ practices.  Design holistic learning programs that integrate professional and leadership development, business acumen, patient service, and clinical proficiency. Design engaging, interactive learning journeys that leverage multiple modalities including virtual, self-paced eLearning, and in-person experiences. Redesigned dentist onboarding program to blend virtual facilitated courses, self-paced eLearning and on-the-job mentoring, capped with an interactive, in-person hands-on experience; scaled program to 85% new hire participation; improved retention by >10% and treatment plan acceptance by 6%, worth a combined ~12M EBITDA. Designed multi-phase learning journey to enable dentists to prepare and onboard into practice ownership. Lead team of 10 end-to-end learning professionals, including senior management roles. Lead development of governance processes to enable launch of The Aspen Group University. Lead School of Clinical Excellence within The Aspen Group University

Chicago, Illinois, United States

 Lead development of training programs to enable 12000+ clinicians, office staff and field operations to treatment plan new services to patients, including Implants and Invisalign, across 800+ offices. Direct analysis, design, development and implementation of Implants Training program that includes 50+ hours of interactive web-based training, virtual reality role-play scenarios, and two-day hands-on clinical training. Direct analysis, design, development and implementation of Digital Dentures Training program that includes 10+ hours of micro-learning and five-day hands-on software and 3D printing training. Significantly increased Doctors’ clinical confidence with implants: before training, 77% rated confidence less than 7 out of 10; after training, 93% rated confidence greater than 7 out of 10. Winner of Brandon Hall Gold Medal for Blended Learning for Implants Program. Chief Learning Officer Top 10 Learning Department.

Chosen by VP of OPCO to accelerate the pace of organizational change and direct enterprise delivery of $1.4B Cost Optimization portfolio. Design, establish, and implement governance for: Cost, Information Technology (IT), Supply Chain, and Process Improvement verticals. Hire, on-board, and lead team of five full-time project and program managers and four contract employees.Cost Transformation Establish integrated governance of 400+ cost initiatives, including development of new Program Management Office (PMO), to drive executive visibility and action planning.  Lead cross-functional cost planning workshops with Supply Chain, Marketing, Real Estate, Store Operations, Tax, and Accounting to identify 100+ opportunities worth $200M in savings.IT and Supply Chain Strategy Manage portfolio of SAP, Pharmacy Management, In-Store Tablets and Devices, and HR/Payroll technology transformation programs, with annual spend of $385M. Lead regular Executive Forums to identify integrated timelines, inter-dependencies and potential gaps across programs; discuss strategies to mitigate risks and implement resolutions.  Partnered with Supply Chain VP to build annual strategic roadmap for $68M project budget, including program milestones, outcomes, and KPIs.Process Improvement Within one month of hire, created, proposed, and implemented Process Management Workshops Series for Executive team; series became blueprint for workshops across business and standardized processes to select stores for new services and products. Conduct root cause analyses of current end-to-end processes and models; interview stakeholders from Operations, Finance, Store Format and Development to document roles and processes.  Led Lean Six Sigma Black Belt project to enhance efficiency of personalized consumer loyalty campaigns; defined end-to-end processes and implemented solutions that reduced issues by 78%.

Human Resources Transformation Process Design  Transformed HR service delivery creating lower cost-shared services organization; exceeded goal of 80% of questions resolved at Tier 1. Led requirements development and implementation of Salesforce CRM to manage 300K+ internal and external HR inquiries annually; $1M+ budget project. Redesigned 50+ HR end-to-end processes, collaborating with 200+ leaders and team members on process mapping. Rolled out askHR, an enterprise-facing tool for 250K+ team members and managers to submit HR questions; exceeded target with 78% of questions resolved at Tier 1. Completed Lean Six Sigma Black Belt project to improve Job Request intake process; reduced cycle time by 60%.Shared Services Delivery Lead Designed and implemented new Service Management department to sustain and continuously improve service processes and technologies; shared services operating model optimized cost structures and service levels. Used Salesforce analytics to build new internal customer insights and analytics function for division to monitor and assess service performance targets, including customer satisfaction; exceeded customer service targets with 79% satisfaction in Year 1. Directed internal customer service strategies, and continuous improvement and service analytics capabilities.

 Directed analysis, development, implementation and evaluation of learning solutions for corporate audiences, including: Pharmacy and Retail Operations, Healthcare Services, IT, and HR. Led requirements definition, vendor analysis, and selection of new Learning Management System (Cornerstone). Developed, implemented, and evaluated learning solutions for enterprise HR systems and processes and various pharmacy services and call center projects such as centralized pharmacy operations. Deployed continuous process improvement initiatives across the organization; updated training curriculum to integrate hard (data entry) and soft skill (customer service) development and initiated utilization of the Kirkpatrick model to measure learning effectiveness. Managed team of 24 people, including four Group Managers.  Oversaw budget of $1M+.