I use my personal portfolio and Insights Discovery to drive organizational change, improve culture and engagement within functions, across teams, and organizations. • Develop and deliver change management, team dynamic, strategy and operational improvement programs. • Provide enterprise people, process and technology gap assessments and transformation plans. • Deliver Insights Discovery psychometric tool, team and personal improvement workshops.

Reporting to the CTO and CFO, lead transformation programs including implementation of customer data platform, Workday optimization, global workforce expansion plan and automation Center of Excellence.• Led the development and execution of a global workforce expansion program. Redesigned the recruit to offer process, built process data tracking and developed a source of record in Workday for contract management and finance reconciliation. The team expanded capacity in low-cost locations, while reducing total resourcing costs: $750k within 6 months, projected $5M by year end. • Launched a combined Technical and Business PMO: utilized PMI templates and standards, created project intake process and standardized enterprise project management tooling and created a PMO operations dashboard. Key metrics included 100% of all identified risks resolved, all projects and programs executed on schedule. • Led the implementation, from gap analysis to vendor selection to platform stand up, of a customer data platform. The CDP began processing data towards use cases to improve click rates, ad revenue and marketing campaigns, within 6 months.

• Set the vision and lead the expansion of Tableau data views and business insights throughout the B2B functions by creating a monthly governance operating model, hub & spoke collaboration yielding new views and insights addressing global placement, productivity, forecast, and revenue attainment. • Drove sales system improvements including virtual training platform, Gong call assessment system, SalesForce.com process, and Tableau utilization by sales management. • Deployed lean six sigma across the Business Operations team: 80% of the team completed a lean course within the first quarter, one team completed a process deep dive analysis yielding 93 improvement opportunities and one green belt project launched to improve variation in new hire sales productivity. • Launched a PMO utilizing standard PMI templates, standards, and tools which was leveraged by the broad Tripadvisor organization for the full launch of a new subscription product.

Senior Director, Operations & Planning Accountable for the portfolio management of the Tactical Communications working capital/inventory transformation program including 15 workstreams yielding $49M in inventory reductions and a 20-day improvement in Days Inventory On-hand within six months from launch.Responsible for the global Communications Systems data transformation strategy working with the business functions and IT, to implement a secure cloud-based data lake, expansion of data visualization and development of a cross organization analytics team across.

Developed a data focused sales management process including: sales performance to plan, daily order bookings, pipeline health and forecast accuracy by region, improving accuracy by 10%.Accountable for CRM: utilization, functionality, problem resolution and change management. Responsible for sales enablement: training, communication, and product knowledge sharing.

Implemented a portfolio management process for executive governance of 26 clinical and administration workstreams providing visibility into risks and issues and drove to the success of each workstream meeting targeted cost savings of $20MProvided market analysis for physician acquisition, clinical service line growth potential as well as competitive patient experience and service line analysis which resulted in two acquisitions and the expansion of the Women’s Health services line. Created and launched a merger focused change management program with a blend of process improvement tools, communication approaches and intrinsic motivation methods to all health system executives and over 200 system leaders; the tool kit remains in use by business leaders five years post-merger. Deployed a Lean Six Sigma team to support administration process quality issues in addition to supporting clinical quality with sustained improvements in patient experience score. Facilitated a lean Kaizen event between Joint Replacement clinical service staff which led to a 30% improvement in patient satisfaction as well as employee satisfaction and improved patient flow.

Created and led a global business transformation team utilizing a combination of portfolio management, process improvement, data analytics, team dynamics and change management methods for critical business change initiatives. Delivered process optimization, productivity gains and customer experience improvements across new offering and product development, supply chain delivery design and engineering. Provided direction and support to the North America Healthcare and Higher Education sales teams including market analysis, territory planning, incentive compensation and communications.

Progressed through a series of sales and service roles within the North America organization aimed at providing exceptional customer experiences and driving both orders and post-sale revenue. Accountable for the expansion of the healthcare and higher education copy/print footprint in Rochester. Led the centralized support team for managed field service personnel. Responsible for continuous improvement of core field service support processes through collaboration with IT, Global Supply Chain, Finance and Manufacturing.