Robert Cantrell Email & Phone Number

• Managed the FocusOn project, $3M annual run cost, while utilizing Agile, to drive enhancements and regional rollouts to increase the business value for the Patient & Field Services function.
• Delivered 10 high quality releases on budget, which resulted in minimal defects or production support issues.
• Managed a diverse, global project team. This included establishing norms for the team, structuring a sprint cadence that aligned with the Business priorities, and fostering a team culture that demonstrated inclusion.
• Partnered with strong technical teams outside of my core project team to deliver AWS solutions to support the FocusOn application.
• Documented project deliverables such as Statements of Work, Closure Reports and Deployment Plans to stay within validation compliance.
• Partnered with the Business and Product owner to remain aligned on scope planning and the product backlog for future releases.

Minneapolis, Minnesota

• Managed the Fortis OTC/RemainCo divestiture team, $4.2M budget, through the successful completion of Hypercare exit criteria across multiple MITG workstreams.
• Led the Medtronic OTC and SAP teams through two cycles of Fortis Integration Testing.
• Partnered with Cardinal Health to manage the develop of requirements for the Fortis Employee Transition workstream.
• Developed a foundation and process to manage complex finances for large divestiture program (Fortis).
• Managed and successfully delivered a Green Belt project to increase reported project Planned Costs, Actual Costs and Estimate to Complete to ensure 80% compliance in PPM.

Greater Minneapolis-St. Paul Area

• Advocated GPS adoption across the Surgical Technologies team, which resulted in a 55% growth in project delivery rates over three quarters.
• Analyzed and compiled Monthly/Quarterly/Annual portfolio metrics for the Surgical Technologies and Cardiac & Vascular Group divisions.
• Coordinated across 26 Process teams to manage the IT IMO Workplan in Accelerator.
• Consulted with the Gen11 Core Process teams to develop comprehensive KPIs for weekly scorecards.
• Managed a $3.2 million budget for an international project (SAP China ByD).
• Consulted with Project Managers throughout the EPMO to lead them through the GPS system and processes.

Greater Minneapolis-St. Paul Area

• Advocated GPS adoption across the Surgical Technologies team, which resulted in a 55% growth in project delivery rates over three quarters
• Analyzed and compiled Monthly/Quarterly/Annual portfolio metrics for the Surgical Technologies and Cardiac & Vascular Group divisions
• Coordinated across 26 Process teams in order to manage the IT IMO Workplan in Accelerator
• Consulted with the Gen11 Core Process teams to develop comprehensive KPIs for weekly scorecards
• Managed a $3.2 million budget for an international project (SAP China ByD)
• Consulted with Project Managers throughout the EPMO to lead them through the GPS system and process

Greater Minneapolis-St. Paul Area

• Re-engineered a change request intake process to increase accountability and ensure service level agreements are met
• Built and deployed a new SharePoint site for the Policy Print team to enhance usability and support the new change request process
• Consulted with the Policy Print team on their contract build process to reduce error rates
• Built a status dashboard to track the build of policy contracts for new products

Greater Minneapolis-St. Paul Area

• Wrote detailed functional and non-functional requirements, which were presented to a third-party vendor to enhance clinic check-in software
• Collaborated with the Test Team to ensure requirements were represented in test cases
• Coordinated cross-functional efforts with technical and business partners to develop test in order to ensure performance of pharmacy software aligned with service level agreements outlined in non-functional requirements
• Managed incoming state compliance requests and coordinated with a technical team to certify any changes to pharmacy reporting met state requirements

• Oversaw the SAIC Cohort project team, consisting of nine members, which achieved the goal, within a defined budget and time frame, of developing a unique admissions model for Capella’s alliance partners
• Increased learner drop accuracy within the Academic Engagement process by discovering unknown gaps and creating a process that would ensure Capella remain in compliance with the Department of Education
• Consistently kept on track of completing project documentation consisting of: timelines, status updates, communication plans, and developing training materials
• Sought after by department heads to create innovative SharePoint sites for their departments
• Cultivated a strong rapport throughout the company

• Managed a department database, called the Information Station, to make sure documents and resources were up to date
• Volunteered to cross-train on several processes, including Course and Credit Evaluations, to solidify my role as a team player
• Balanced diverse workflows while exceeding deadlines
• Audited graduation applications to determine whether Capella learners successfully met their degree requirements