Leads an offshore/onshore Portfolio Delivery team of Business Analysts, Project Managers and Project Coordinators to deliver the company’s strategic initiatives. Accountability for overseeing projects in the portfolio as well as managing some of the portfolio projects myself.

I was promoted to this VP role to hold accountability for overseeing PBM, TPA and Healthcare Networks lines of business (LOB) strategic projects. My additional responsibilities and accomplishments include: • Managed portfolio comprised of 100+ projects generating tens of millions in revenue. • Oversaw full life cycle of several large-scale software andinfrastructure development projects. • Assembled, guided and coached team of 12 project managers. • Planned and administered company’s strategic annual planning exercise, with each line of business brainstorming and formulating strategic plan with sign-off from CEO. • Dramatically increased projects with positive ROI by establishing Project Governance Committee for assessing projects, stacking rank of new/conflicting projects and addressing off-track projects at Executive Leadership Team (ELT)level. • Triggered $1.2M in savings through oversight of enterprise-wide root cause analysis and defect elimination process (RCA DEP) and associated culture. • Secured $9M in annual revenue by planning and coordinating capitalized projects for Humana and Blue Cross Blue Shield in the CoPay Maximizer space of the Specialty PBM sector. • Integral in hiring and grooming team member who was bestowed the annual President’s award for employee with greatest impact on company’s bottom line. • Orchestrated introduction of Federal No Surprises Act and Price Transparency Act and integration into all business practices. • Managed the merger of HealthSmart Benefit Solutions under Centene Inc.

I implemented and oversaw the company’s EPMO project delivery framework, enabling uniform delivery experience organization-wide. My additional responsibilities and accomplishments included:• Spearheaded efforts that led to 47% increase in EPMO on-time project delivery.• Instrumental in driving increase of at-risk and off-track portfolio status to 90%+ on-track month over month through in-depth analysis of EPMO team performance and implementation of corrective measures.

I was brought in to resuscitate a stalled migration initiative entailing delivery of Aetna’s Medicare Part D prescription drug plans business to CVS Caremark. My additional responsibilities and accomplishments included:• Directed planning and coordination of best practices, governance model, meeting cadence, project management tools / software deployment, change control board implementation and integrated project schedule that included 36 IT projects, along with numerous additional initiatives. • Assembled, guided and coached team of 22 project managers and implementation managers.• Successfully delivered initiative to transition Aetna Med D pharmacy to CVS within all (397) contracted milestones, the largest and most crucial program for CVS Health in CY 2014. • Piloted series of “Lunch and Learn” training sessions to instruct project team on planning and “hit the date” processes.

• Build the Integrated Production Support Environment for CVS Caremark, an extremely complex IT organization. Managed a project team of over 130 participants around the globe. • Managed two production support teams; Configuration Management and Environment Management• The Configuration Management team consisted of eleven Employees and five contractors from four different geographic locations. This team is responsible for the technology and processes associated with moving all of the business’ configuration items among the non-production environments• The Environment Management team consisted of seven employees and one contractor from three different geographic locations. This team is responsible for the build-out of non-production environments at CVS Caremark as well as all data refreshes in accordance with the release cycle/calendar.

• Led the program and project management support, accounting and invoicing for the $75 million Veteran Administration funded Gulf War Illness program of over 250 participants. This program has world-wide contributors.• Developed the program’s Information Technology infrastructure, including three software systems’ needs analysis, requirements, design, procurement, production launch and then subsequently oversaw the operations of these systems

• Implemented the Michaels Stores Inc. “Sourcing Initiative”. This master program is a group of programs and projects to move Michaels to a direct (typically Asia) vendor model.• Established and managed a Sourcing Steering Committee that consisted of Senior Vice-Presidents, Vice Presidents, the Chief Technology Officer and Senior Directors• Project Manager for Michaels Stores Inc. “Direct to Store” projects.

• Established an Enterprise Project Management Office to support a company of 550 employees including an IT staff of 75. This EPMO governed mostly IT projects but also managed non-IT projects as well (example: setting up a brand new law firm in California)• Managed the IT Transformation Program of National Default Exchange. This program was a complete bottom up re-engineering of the IT department. Projects in this program included ITIL adoption, MS Project Server adoption, automation tools for the Quality Assurance team, adoption of a formal Release Management strategy and policy, PMO governance of projects, a complete hardware upgrade of the company’s IT systems and much more• Developed and refined the company’s system development lifecycle (SDLC). “NDExpress” is an iterative development methodology that integrates Application Development, Quality Assurance, Business Analysis, Steering Committee and Infrastructure and Operations functional areas

• Established PMO to manage the Triad / CHS Hospitals McKesson implementation

Company Commander for 70 officers, non-commissioned officers, and soldiers of a rapid deployment tank company based at Fort Hood, Texas. Responsible for health, welfare, training and deployment readiness of these soldiers and their families. Responsible for equipment in excess of $60 million and an operating budget in excess of $10 million annually. Received the Draper Leadership Award as the best tank or cavalry company in the 1st Cavalry Division.