Denise Thomas is the President of The Effective Communication Coach, LLC. Her consulting and coaching business serves professionals from entry level to C-Suite Executives on how effective communication can drive advancement in their career and innovation across their businesses. Her portfolio of clients includes Associated Bank, GE Healthcare, Kraft Heinz, Northwestern Mutual, Stanley Black & Decker, St. Norbert College and the Thurgood Marshall College Fund.In her role as “ The Effective Communication Coach” she uses techniques that are engaging and relevant. She has been featured as a keynote speaker, emcee and moderator for various corporations and organizations.A graduate of Cardinal Stritch University in Business Management, Denise is a proud member of the The Links Incorporated - Milwaukee Chapter. In 2015 she was recognized as the ONE MKE Drivers of Diversity, “Professional of the Year” and the MillerCoors 2015 Q3 BIS Diversity and Inclusion Award Recipient. In 2016, she was featured on the cover of NV (New Vision) as one of the twenty 2016 “Movers & Shakers”. She is a proud member of The Links Incorporated - Milwaukee Chapter, serves on the Cardinal Stritch University College of Business and Management Advisory Council, Mt. Mary University Communications Advisory Council and on the Board of Directors for Meta House - Milwaukee. She also serves on the Social X Milwaukee Advisory Council.Denise’s coaching techniques include the “communicating with purpose” formula delivered through engaging team workshops, dynamic keynote addresses and individual coaching sessions.She began her professional career 17 years ago working in leadership roles for corporations including GE Healthcare and most recently Miller Coors. Throughout her journey, she witnessed first hand how effective communication is critical to a business’s growth and played a key role in her career wins. She now wants to share these winning techniques with others all over the world.

Provided organizational change management (OCM) leadership, expertise, and execution to the Capability or Stakeholder Group within the Business Process & Systems project as part of the Business Transformation program. The responsibilities included creating, planning, and implementing change programs for new or improved end-to-end business processes and SAP-enabled solutions. This role leveraged OCM expertise and experience to support the business in maximizing buy-in, adoption, and sustainment of the new future state and ways of working of MillerCoors. This role was accountable for the successful planning and delivery of OCM components such as stakeholder engagement, functional communications, organizational impact, organizational alignment, business readiness, change metrics, and learning & development.The role partnered with Capability Teams, Deployment Teams, Technical Teams, and key business stakeholders to ensure successful deployment of the new business processes and system for the organization.

Served as a leader in the IT organization and as a information liaison, and relationship builder, for all cross-functional processes and process-related issues and influences others both inside and outside of the department by bringing the department's information to bear on process-related issues.Lead conversations with stakeholders on capabilities, determined capability objectives and developed detailed requirements, created and gained approval of business cases, and served as a leader on projects through their lifecycle. Served as an expert in conducting analysis, lead user acceptance testing, change management and communications, and validation of information.

Served as a direct supervisor of business solutions projects and as a direct liason to functional process owners in support of GE Healthcare Global Logistics. Partnered with the functional business owners as they designed and implemented global strategies for warehousing, transportation, and trade controls. Lead projects to design and deploy logistics systems across the globe, in support of the new organization and processes, delivering tangible reductions in logistics spend.

Identified and prioritized process improvement and development opportunities within the Supply Chain OrganizationLeading the development and implementation of new/improved processesCollaborated with key stakeholders within GE Corporate and GE Healthcare to gain buy-in and drive process sustainability Utilized the Lean Six Sigma toolkitPerformed data analysis to enable decision making and prioritizationProvided functional process support for the assigned Supply Chain functional area(s), which are slated to deliver significant savings to the businessCollaborated with cross-functionality to implement process improvements to optimize savings opportunities. Identified and leveraged best practices across functional lines. Worked closely with business leads to ensure cross business synergies.

Served as SAP Super User providing expertise and support to ensure End Users readiness and proper execution of SAP R3 transactions during implementationSupported SAP Front to End Order processing deployment activities across numerous distribution centers including troubleshooting and on-site supportServed as liaison between EAM Team and End Users in order to resolve ticketsFacilitated training courses including order processing and inbound/outbound delivery processing for Logistics End User Community across multiple shiftsProvided SAP interface troubleshooting between WMS and Middleware systems Developed SAP End User Job Aids/Tips and published on Logistics End User web pagePresented key successes to Senior Leadership post Go Live highlighting achievements, enhancements implemented and key learningsParticipated in Release 6 User Acceptance training and testing (via Mercury Quality Center) in order to track and manage system defects for test activities and reporting metricsServing as BW Power User testing BW reports, assisting with BW report development designing and training other Power/End Users within Warehousing/Operation TeamsProvided on-boarding of new End Users SAP access and role mapping

Facilitated the management of service performance through report developmentCreated and distributed business ad hoc queries and variants via Business ObjectsFacilitated Dashboard interface training to Regional Operation Mangers and Senior Logistics ManagersPresented KPI reporting capabilities and deliverables to Senior Leadership Team via Dashboard interfaceSynchronized customer promotional forecast into single report by region and customerConducted analysis of EDI and Web Ordering among key customers to determine most efficient order method

Coordinated/owned special projects for transportation service team regarding shipment status, performance among business groupsDeveloped and analyzed transportation performance reports with explanations of variancesGenerated and created ad hoc reports for Transportation and Procurement Team Created standardized work process document utilized as a training/reference resource Created business summary report placed on the portal utilized by upper Management

Managed daily replenishment of distributor warehouse stockConducted weekly review of planning parameters, item profiles, and customer profiles to balance inventory, customer service objectives and transaction costsServed as a primary point of contact for operational issues of DMI distributorsIdentified distributor business system opportunities impacting data integrity Facilitated period performance review meetings with distributor management teams to ensure customer satisfaction with DMI process Created and distributed ad hoc reports as requested by distributors Monitored EDI transactions to ensure receipt and processing Created standardized work process document utilized department wide as training/reference resource

Insured on time delivery of parts by monitoring supplier and verifying shipmentImplemented critical decision making for expedited order upon shortage reportsLaunched and monitored Kanban plan uploads in correlation with ADR (Address Registration System)Compiled manifest modifications and designated processes for supplier misshipments and trailer cube outs with logistics carrier(s) Collaborated with Quality Inspection for review and monitoring of supplier shipment performance and parts Identified $15K cost savings for Logistics Team by working with Quality Engineering and implementing proactive measure in order to prevent air expedite cost Ordering & Logistics - Transportation, Packaging & Parts Ordering Co-OpCoordinated packaging review meetings in order to negotiate with supplier(s)Investigated transportation and packaging issues in order to communicate and ensure countermeasure implementation with supplierAudited trailer yard in order to determine route change and/or implementation requiredConducted skid label audits to ensure proper standardized procedure from suppliers Maintained proper inventory levels by conducting and analyzing cycle counts Responsible for lead bolt supplier-parts investigation, pipeline verification Conducted two supplier on-site investigations to ensure TPS understanding Designed and implemented N. American Parts ordering package among specialists to ensure even workload allocation