Helping to lead all integration activities between Prosperity Life and National Western Life.

The Falls Church Homeless Shelter’s mission is to serve our community by providing shelter, food, and counseling services for adults in need during the winter season and by offering access to housing placement services to empower our guests and help break the cycle of homelessness. In his role as Vice-Chair he helps to drive the overall direction for the shelter, define the budget, facilitating overall shelter logistics, and helping to manage the board's activities

I worked with companies to help them define their strategy, identify problems, and design and implement solutions.

Helping to bring together all cross functional teams that are needed to support the overall Go-To-Market efforts for Zinnia:•Led the development of Zinnia’s partnership model, helping to identify types of partners, partner evaluation methodology, and built partnerships with large multinational companies•Supported the effort to redesign a pricing model from T&M/Transaction-based pricing to a SaaS/ARR•Coordinating across the C-suite to support the overall Go-To-Market efforts through identifying the topics to be discussed and facilitating strategic conversations•Supported the sales team in client pursuits through providing insights and participating in sales calls

Led a number of key cross-functional initiatives that Zinnia was undertaking during its efforts to transition from a TPA to a SaaS company. •Led an effort to drive focus on the success of the project delivery function by redesigning data collection categories and processes; developed standardized exec and line level weekly reports; managed coordination across all functional leaders, and created processes to escalate key issues in a timely manner. Efforts resulted in an additional 10% of revenue being recognized and 15% increase in capital recognition•He stepped in to lead the vendor management function when the prior lead took on a new role. He redesigned their vendor management process to streamline and right size the level of analysis based upon the vendor and potential risk. Led efforts to reduce vendor spend by 20% by ensuring utilization of existing vendors, renegotiating contracts, and consolidating vendors•Led efforts to assess the profitability of all clients, identifying areas where fees were below market, evaluating the impact of inflation on each account, and facilitated the client communication resulting in a 10% increase in revenue•Led the acquisition of a niche technology provider that expanded Zinnia’s capability set and talent pool. He facilitated the overall deal assessment, negotiated the purchase agreement, oversaw the development of the integration plan, and managed all interactions with the owner and team being acquired •Helped set, manage, and report on budgets for multiple functions

Led a number of key cross-functional initiatives that Zinnia was undertaking during its efforts to transition from a TPA to a SaaS company. •Led an effort to drive focus on the success of the project delivery function by redesigning data collection categories and processes; developed standardized exec and line level weekly reports; managed coordination across all functional leaders, and created processes to escalate key issues in a timely manner. Efforts resulted in an additional 10% of revenue being recognized and 15% increase in capital recognition•He stepped in to lead the vendor management function when the prior lead took on a new role. He redesigned their vendor management process to streamline and right size the level of analysis based upon the vendor and potential risk. Led efforts to reduce vendor spend by 20% by ensuring utilization of existing vendors, renegotiating contracts, and consolidating vendors•Led efforts to assess the profitability of all clients, identifying areas where fees were below market, evaluating the impact of inflation on each account, and facilitated the client communication resulting in a 10% increase in revenue•Led the acquisition of a niche technology provider that expanded Zinnia’s capability set and talent pool. He facilitated the overall deal assessment, negotiated the purchase agreement, oversaw the development of the integration plan, and managed all interactions with the owner and team being acquired •Helped set, manage, and report on budgets for multiple functions

Director with S. Lawrence & Company helping sellers and buyers through the merger and acquisition (M&A) process with our unique relationship based approach to ensure each companies unique needs and objectives are meet across all key stakeholder: Owner(s), Employees, and Community.Robert joined to help:• Standardize their processes and procedures by identifying and implementing a CRM and Project Management solution• Update the overall company structure (internal level, reporting hierarchy, pay scale, coaching & mentoring process, and annual performance review process)• Responsible for all client delivery through setting the standard processes and procedures and ensuring quality and consistency of all deliverables• Led all external relationships, including identifying, building, and maintaining relationships with partners (CPAs, Financial Planners, and Attorneys) and potential buyers

As part of a M&A transaction worked with a market leading finance organization to develop a go forward IT strategy, develop transition plans and financial models for separation from their prior parent company, led the vendor selection and negotiation for a strategic IT managed service provider, and oversaw the stand up and integration with their new parent company. Resulting in a seamless move from their prior parent company, a 20% reduction in overall cost, identification of multiple day 2 synergies, and actionable plan to manage that company post transition.As part of an M&A transaction worked with a financial institution to manage the carve out of their US business, leading the selection and contract negotiation for an IT provider, developed the transition plans taking into account the transition to the new IT provider and new parent company. Coordinated the contract negotiation and transition plan development between seller, buyer, and new IT provider. Resulting in a 20% reduction in overall cost (original expectation was a short term increase in cost), seamless transition to new IT provider and new parent company, and transition competed 30% sooner then expected.Worked with a manufacturing organization to develop a holistic roadmap to modernize their systems and overall processes and procedures. Resulting in significant reduction in manual activities, 50% reduction in proposal turnaround time, increased standardization and consistency throughout the organization, increased transparency into quotes, and improved linkage between systems.Worked with a operations and IT service provider to develop their go forward strategic priorities and develop a M&A strategy for identifying companies to acquire and ensuring fit within their organization.Lead internal development of go to market strategy and marketing material. resulting in new market leading offerings, increase in client conversations, and broader capabilities to address client needs.

Worked with fortune 100 financial intuitions to evaluate the operational and technical fit of potential acquisition targets. Evaluating the potential synergies of the combined company, assessing the technology synergies or gaps, evaluation of operational capabilities and skill sets, viability and market competitiveness of existing vendor relationships, and overall integration plan post deal signing.Worked with multiple top 10 US Life and Annuity Insurance carriers to assess their go forward operating model, conduct market scans, evaluate vendors and outsourcers, develop financial business cases, run due diligence, contract negotiation, and implement the selected solution. Including running two of the three largest operational and technology outsourcing deals in the US Life and Annuity space. Resulting in improved processes and procedures, new capabilities, reduction in manual activities, single source of the truth, and savings ranging between 25%-45%/$500M-$750M over the course of the deal.

Worked as the lead project manager for a large financial and actuarial system implementation. Overseeing the project plan, weekly team meetings, senior level status reporting, and budget. Ensuring the project stayed on track and delivered value in a timely manner. Addressed risks as they arose and put mitigation plans in place to ensure additional risks didn't arise.Helped clients assess their current capabilities and offerings, identify their strategic priorities, map priorities to activities, and develop go forward roadmaps to achieve their intended objectives.

• Design, plan, and implement the introduction of an image management system for the use in the admissions office. Included developing training courses for use with new student hires.• Coordinated and developed a week long training session prior to the start of school for all student employees. Included setting the week's schedule, developing the training material, verifying that the five trainers were prepared and knew their responsibilities for the week. • Through the introduction of the previous two programs employee turnover was cut from 55% a year to just above 20% a year. Drastically reducing the time spent interviewing and in training.• Redesigned the hiring process for student hires. Developed new computer skills test and interview questionnaire. • Managed daily operations of three departments within the admissions office containing 32 student workers and 3 leads.

Managed two research teams through the Small Business Administration performing feasibility studies for local businesses. Coached team managers in management, scheduling, and dispute resolution skills.Conducted 360 degree feedback for each team member.Managed communications between the team, client, and project director.

• Researched and designed a new water system for the Lion of Judah academy that has the capability to sustain the school (500 people) and the local village (1000 people). While also allowing for the future growth expectancy of the school and village. Based on current predictions the school will double in size over the next 5 to 10 years and the village will do the same. • Coordinated development between the local team working in Bulima, Tanzania and the school founders located in Oley, Pennsylvania. • Worked with local contractors, businessman, and developers to perform analysis on the schools current and future needs along with selecting the needed part to deliver the required results.• Managed the installation of the water collection steps to the water system along with the initial building of the housing units that will surround the water collection area. • Managed local works with the help of a translator and through developing signals with the workers because most of the workers did not speak English.• Redesigned the school accounting system so that it could record all expenses and income the school has, including student payments and the ability to keep track of expenses for the different projects the school consistently is working on.

• Performed background research for the consultant to use as a basis to understand new client industries. • Developed time keeping systems to track the time spent on each client.