• Identified 446 and created 185+ process maps for construction engineering, smart buildings engineering, and general business areas; noted Key Performance Indicators (KPIs) on each one.• Increased the overall Process Maturity (using CMMI standards) Score from Level Zero (0), no process in place, to Level 2.5 Disciplined/Defined over an 18-month period.• Tracked process mapping status by using a Havey Ball spreadsheet showing percentage complete, all maps identified, functional area completion percentages, and workhours to completion.• Using a CAPA identified the root causes and shortened the recruiting cycle from 120 days to 45 days by creating 10 process maps, accountability checklists, and interviewer coaching.• Decreased company-wide turnover rate from 30% to a range of 8-10% resulting from this CAPA.• Established a Process Help Desk by creating an online form to collect the description of the issue/expected outcome then triaged to recommend solution, work items needed, and time frame.• Conducted 10 Process Management Tool training opportunities that covered such topics as: CAPA (Titanic), SIPOC, VOC, FMEA, Basic Data Analysis, Process Mapping, & Fire Prevention.• Created a OneNote Process Framework that outlined all processes as well as PDF network access.• Designed a Customer Engagement process and model which tracked the last touchpoint by admin, remote diagnosis, or on-site technician; Red/Yellow/Green report was reviewed weekly.• Established a Quality Functional Deployment (QFD) — House of Quality matrix to predict and rate our Engineering Characteristics v. Customer Demands when selecting proposal bids.

• Designed Process Maps and a Value Stream Map, for a local gym, detailing the Covid-19 prevention steps as members enter, workout, and exit the facility. • Used Minitab software to create Pareto and control charts to graphically represent membership gym activity and facility use.• Created Excel model to show membership moving-average demand and use.

• Created 10+ business process maps and a 57-page SOP detailing the initiating/ordering of Help Desk tickets and services from employees to L1, L2, or L3 support areas including ticket updates and resolutions; establishing Key Performance Indicators (KPIs) on each one; ID Failure Points.• Performed a 22-page Root Cause Analysis detailing the three (3) issues why services were being bypassed/circumvented by users & L1 support; provided Action Plans and Decision Matrices.• Created a Value Stream diagram depicting overall future viewpoint on how Help Desk tickets and Service Requests are entered, triaged, assigned, and resolved to completion.• Constructed a Process Framework outlining the processes and their interaction with each other.

• Created 136+ business process maps detailing the process flow from initial customer contact to final on-site installation as well as establishing Key Performance Indicators (KPIs) on each one.• Performed Root Cause Analysis on where/why $42M in annual revenue was being unrealized.• Conducted a SIPOC showing inputs/outputs across departments for a new revenue product.• Authored and distributed the Process Framework document outlining each department’s accountability, responsibility, and interactions of their processes; indexed with filename data.• Responsible for creating and updating a Harvey Balls ideogram spreadsheet that tracked the progress of process map and SOP creation from initial design to process owner approval; ideogram was conveyed to senior leadership during a weekly process and review meeting.

• Created 60 Student Enrollment process flow diagrams using Visio to detail the entire student recruitment cycle from initial marketing, to first contact, to final enrollment. • Established Key Process Indicators (KPIs) with process owners, for each process map, detailing areas of In-Progress and Resultant measurement areas.• Authored a 26-page Drexel University Online Super Process framework that grouped the process maps into functional areas of responsibility as well as visually depicting inter-departmental flows.• Measured and published KPIs using Minitab, PowerPoint and Publisher software products to process owners, stakeholders, and Executive Leadership for review.• Performed several gap analyses in the Call Center, IT, and Marketing areas to identify and plan for changes when moving from ‘as-is’ processes to ‘future’ processes.• Designed a Value Stream Map depicting Enrollment Councilors live interaction with the Five9 Call Center solution when in normal mode, fail-over mode, emergency mode, and remote access.• Determined Root Causes on why students cannot complete their applications on time.• Implemented a missing pieces model to determine which students may need more time to apply.Project Manager• Acted as Project Manager for the new $1.25M Five9 Call Center for 30 Enrollment Councilors.• Relocated a $1M Denver-based call center with 6,000 monthly in/outbound calls to Philadelphia.• Supervised the $400,000 build-out of a new 35-seat call center from demolition to final occupancy.• Spearheaded effort for relocating 42 staff members to new offices within a four (4) month period.

• Responsible for the completion of 28 CAPAs for $420,000 in savings over a three (3) year period.• Raised Customer Experience and Deliver processes to CMMI Level 3+ while tracking and sharing them on A3 and Process Management Maturity Scorecards. • Constructed SIPOC diagrams on highly variable customer products in order to identify inferior materials, proper hand-off, and finished inventory stock.• Supervised five (5) summer interns with the creation/updating/auditing of 2,750 process maps including establishment of KPI metrics on every map.* Trained 300+ employees in Process Mapping techniques using BPMN 2.0 standards.* Trained 275+ employees on MS Visio using customized BPMN 2.0 templates and stencils.

* Performed, directed, and scheduled three colleagues on the QA testing effort for theNational Airspace Data Interchange Network (NADIN) re-host project. * Utilized test plans, test procedures, statistical sampling, hypothesis testing, and Value Stream Mapping methods to qualify this flight scheduling systems ability to guarantee the international dailydelivery of 1.5 million messages. * Achieved all testing milestones on time within the FAA’s project schedule and SDLC. Established and recorded metrics and measures for senior management review. * Authored customer Critical to Quality requirements visually detailing the current customer service level, identifying target improvement areas, and organizing our clients needs and wants into priorities and strategies for review by all team members.* Authored the Operational Test Plans, test procedures, and client acceptance agreements.* Created a master Cause and Effect diagram outlining all possible failure areas includingMTBF, MTTR rates and Overall Equipment Effectiveness calculations in pursuit of ourgoal of 99.999% availability.* Primary client contact for end user feedback, issues and resolutions.* Trained and coached colleagues on Six Sigma, Lean Six Sigma, and CMMI methods.