• Align timing needs for implementation between business, IT, and vendors to bring awareness to risks, issues, and drive decisions and prioritize needs for implementation of national network implementation and launch• Provide guidance and support to business and IT while transformational changes are occurring, including new disciplines, new systems, acquisitions, and organizational restructuring• Develop documentation and diagrams to support leadership decision making and ensure program workflow teams are equipped to plan and execute tasks required for program success

Document requirements, perform testing, assist with management of Sprint ceremonies and board, collaborate cross-functionally, gather sprint metrics and data to support projects including new Vision Product, new Co-Pay Product, and new Benefit Center system. Use Six Sigma tools and methods to evaluate and improve Call Center processes, Benefits Administration processes and Key Accounts processes.

Support replacement of enterprise wide system by documenting requirements, new processes and procedures, conducting training, performing testing, and third party relationship management. Successfully transitioned 100% of accounts including year end payment increases and corresponding tax forms.

Actively participated in the re-engineering of multiple business units processes in support of replacing enterprise wide IT systems. Led gap analysis and implemented solutions with than 1% impact to over 1.4M members. Implemented new claims processing system including data conversions, integration testing, quality reporting and training. Provided results of data analysis to stakeholders for strategic decision making.

Managed a multiple location and remote team focused on Operations Quality (overall and individual performance) and Continuous Improvement (eliminate waste, reduce variation, and improve customer satisfaction). Created standard processes, polices and producers and standardized roles, responsibilities and career paths. Created a Quality Council of leadership and stakeholders responsible for governance of projects and alignment to strategic goals. As a team we achieved over $8M in savings.

Analyzed enterprise wide data to identify cost savings - implemented solutions saving over $2M. Managed process improvement projects in Finance unit - increasing efficiency, improving performance, increasing customer satisfaction and achieving over $400k in savings. Led Claims Payment initiative resulting in decreased claims overpayments and achieving $12.9M savings.

Led complex, high profile projects with the Special Investigations Unit and the Performance Measurement and Reporting Unit: coordinated cross-functionally, consulted with leadership and stakeholders, diagnosed problems, identified solutions and implemented changes to achieve over $2M in savings, improve accuracy and efficiency, and mitigate future legal errors.

Define and implement repeatable standards for the execution of projects; Establish alignment of projects to strategic goals; Managed multiple projects including New Product Design and Delivery, SAS70 Audit, and Claims EOB project.

Design, deploy and train IT SDLC and ITIL documentation and methodologies. Identify requirements and implement process and system improvements for HR, Marketing, Portal development, IT, and Operations. Managed RFP process for vendor services - managed delivery of contracted Six Sigma services and deliverables.

Provide military analytical support using applied statistics, modeling and simulations to guide decision making on the design, utility and employment of military systems; Managed subcontractor relationship and deliverables