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Finger Lakes Performing Provider System The Finger Lakes Performing Provider System is a partnership comprised of 19 hospitals, 6,700 healthcare providers and more than 600 healthcare and community-based organizations in a 13 county region The Finger Lakes Performing Provider System is divided into five geographic sub-regions, termed Naturally Occurring Care Networks (NOCN). These Networks represent the full continuum of care and organizational leadership within a shared geographic service area. Each NOCN is led by a participant workgroup that represents the healthcare providers and community based organizations in their area. Finger Lakes PPS Partners collectively serve over 300,000 Medicaid beneficiaries and100,000 uninsured individuals throughout the Finger Lakes region.

Leads a team building relationships with all levels of the Delivery organization through business strategy and tactical technology requirements and creating IT roadmaps to support near term needs while ensuring a viable longer term solutions. Responsible for continual team development to maximize the impact of critical IT roles in the partnership to support transformation projects, tactical projects, and other change critical to the International Operations organization. Collaborates with Project Management Office, Enterprise Architecture and Application development, and delivery organizations to ensure consistency and continuity with the Xerox Information Management strategy.Reports directly to the CIO. Direct staff consists of: Business Engagement Leaders who work with their International Operations partners to align resources to achieve business tactical and strategic objectives. Business Systems Analysts who work with the business and business engagement leaders to ensure technology solutions support the business request or opportunity based on the enterprise architecture.Works closely with other CIO staff members to influence and implement strategic IT architectures, drive Security and Compliance, partner to deliver most cost effective and high quality production operations, and lead technology implementation on projects and change controls.

GTDG Business Transformation Leader tasked with driving business process re-engineering and technology transactions to support the GTDG organization strategic vision and business priorities.Led Business Systems team that created proactive use of change management resources as well as effective alignment system investment funding to improve Shared Services Strategy, mission and objectives. Drove reductions in labor and cost of production by $220M.

Responsible for operational leadership in delivery of business systems and business transformation programs in Global Supply Chain and Engineering/Design. Accountable for global transportation initiatives by reducing operational expenses by nearly $50M while transforming logistics models.

Responsible for aligning IT strategy with Business Strategy as part of Enterprise Architecture. Directed focus, pace, and excellence in methods for program and project management.Conducted benchmarking and advising on best practices which provided strategic opportunities to people, processes and technologies using Lean Six Sigma.

Led a team of managers that provided business and process knowledge for major cross-organizational initiatives recommending systems, processes and organizational changes nationally to improve customer experience in the Quote to Cash space. Responsible for the governance and management processes supporting the Quote to Cash Initiative. Manage the successful implementation of an Enterprise Resource Program while implementing simplified and valid business case assumptions.Achieved significant cost savings by developing the resources, timing, and scope management of the OTC ERP implementation. Attained the critical mass needed to revitalize corporate strategy through resource justification and allocation.Reduced administrative and general expenses for low-end business model. Managed a cross-functional team of business and information management professionals for a successful release of Oracle II.Delivered Digital Products to customers on time and under budget via an integrated value chain process through a simplified model.

Managed manufacturing, engineering, quality and material functions related to the operation of manufacturing facility. Financially responsible for $45M and 334 employees.Responsible for the QCD&S surrounding Manufacturing process. Managed deliverables of a cross-functional team tasked with the development of an integrated value chain process.Developed a delivery systems model for Digital products. Directly responsible for $145M spent on quality related programs. Accountable for 120 Industrial Staff along with 11 Supervisors.

Worked in a custom parts component manufacturer and grew expertise in manufacturing, quality control (technical and organizational), and customer engagement.