• Analyze complex cross-organizational processes and integrated systems.• Develop and implement new process configurations to support department and LOB long-term strategies and objectives.• Coordinate sets of process improvement plans and projects coordinating with related activities across multiple functions and organizations.• Establish and manage operations processes, projects and programs.• Mentor colleagues and manage others to achieve the above and improve departments and/or LOB’s process engineering capabilities.• Lean Six Sigma Black Belt Process Improvement• Big Data Analytics / Data Mining

Analyzed complex processes cutting across line of business to recommend and implement process improvement plans and projects that insured best ROI, customer quality, responsiveness and time-to-market results. Led and drove process improvement plans and projects impacting multiple functions, organizations and/or systems. Established and managed operations processes, projects and programs. Managed technology integration activities and projects. Partnered with lines of business to achieve business results improvements through a Process Management approach.• Litigation REO Process Improvement - Produced Gantt Chart, Task Progress Report, Schedule Evaluation Worksheet, Tool Progress Report, Presentations, Process Maps, Failure Mode and Effects Analysis, Lean Data Notes and Measurement Systems Analyses.• Foreclosure REO Process Improvement - Produced Gantt Chart, Task Progress Report, Schedule Evaluation Worksheet, Tool Progress Report, Presentation, Process Map, and PI Engagement Deck.• Define Phase Opportunity Identification – Default Workflow System, Foreclosures, Default and Financial Operations and Support Functions.• Delivery of Lean Data Analyses and Center Of Excellence Strategy and Planning Framework.

Employed process-based approaches and methodologies to address key business priorities-such as cost competitiveness, differentiation, and growth-by improving key processes and by helping clients achieve high performance. Utilized DMAIC methodology for Project Planning, Value Stream Mapping, Process FMEA, Measurement Planning, Measurement System Assessment, Value-Added Analysis, Process Assessment, Design of Experiments, Waste Reduction, Variation Reduction, Process Optimization, Documentation Management, Change and Implementation Control.Provided Lean Six Sigma consulting through problem solving efforts to reduce defects, cycle time and rework. Identified barriers that slow or prevent the successful attainment of process/productivity improvement and administrative efficiencies that will lead to cost reduction and competitive advantage.• Outpatient Lab Revenue Enhancement project.• Downtown Patient Transport project.• Reduced cycle time for critical business processes.

Managed two groups of 18 technical support subject matter experts, each group comprised of the Unix (AIX, Solaris and Linux) hardware and operating environment group and the distributed Applications (PeopleSoft, Hyperion, Google, Stellent, etc.) environment group. Managed a team of five Technical Project Managers responsible for over 75 projects both internal and external to the enterprise.• Improved Enabling Applications and Unix systems availability to meet the corporate goal for 24/7 operations through the optimization of system processes and procedures including a 20% reduction in Sev 1’s and Sev 2’s, system maintenance, O/S group support and Disaster Recovery restoration. Consistently completed 100% of development activity project deliverables on time to meet the corporate goal of being first to market with new capabilities.• Optimized the administrative support of over 50 Application and O/S environments with 10,000+ users by implementing an improved support system, cost-saving automation by scripting manual tasks, and monitoring of processes to improve availability resulting in 22% reduction in resources.• Optimized team performance to meet the High-Performing-Human-Organization corporate goal by clarifying roles and expectations, boundaries of ownership, authority and decision-making, handoffs and dependencies and by managing the performance results of groups and individuals to exceed expectations.• Negotiated multimillion dollar IT contracts with major hardware, software and services vendors to meet the corporate and IT Total Cost of Ownership goals. Successfully managed existing vendor relationships and contracts to ensure optimum performance for deliverables.

Led the Information Systems department of a health care organization with revenues of $170M and over 90K members with offices in five states. Reported to the Vice President and Chief Financial Officer.• Achieved one of the industry’s lowest operating expense cost ratios while managing the IS budget.• Simultaneously increased services and reduced costs to the business units while successfully completing a critical data center application conversion and upgrade project with tight time lines.• Achieved no major service-interrupting issues during enterprise-wide PC and LAN application conversions.• Earned excellent performance ratings for customer satisfaction after successfully implementing a Help Desk Center to serve the business units.• Increased efficiency of the IS department through the development of new policies and procedures that allowed the refinement of IS scope of services and relationship with the business units.