Robin Sutherland Email & Phone Number

Dayton, Ohio, United States

Dayton, Ohio Area

Franklin, Ohio

I was hired by VRI to be the Project Manager for this growing business. The first major project that I led was to bring on a large customer with the expectation of increasing VRI's client base by at least 25,000. Bringing on this new customer involved adding and changing current work processes and making system changes to support the process changes. I used process mapping to work with all teams to document current and targeted work flow. Because work processes were changing, VRI had to change and develop tool changes. I owned the responsibility for ensuring all IT development requirements (user stories) were fully understood by the developers, development work was tested, and system changes were implemented on time and within budget. The customer mentioned above was impressed with VRI and a new project to further improve processes, interfaces and to increase the client count by another 15,000 was launched in Jan 2017. I managed this project as well. I used Agile and Scrum methodology to manage software development for this project.I led a major telecommunication project within VRI. In an effort to decrease costs, VRI made a decision to decrease its telecommunication partners to as few as possible. Savings within the first month after launch was $10,000. Managing this project started with the creation of the project charter and the project plan. I worked, not only with the internal teams, but also with the vendor to ensure all tasks were completed on time and any delays did not affect the critical path. I led a project to implement a 3rd party billing tool. This project involved the CFO, Revenue Cycle manager, accounting, IT and customer service. This tool brought process changes, internal system development and the creation of an HL7. Leading this project involved data analysis, data cleansing, training (and development of training) and of course, leading the cross-functional team.

Cincinnati, Oh

As a team member of the Field Operations and Integrations Services Global Process Owner group, my responsibilities included using Kaizen techniques to review processes and make adjustments to ensure areas of waste were eliminated. Using MS Visio to utilize flow-chart techniques we were able to make numerous improvements in both work flow and in the tools, we were able to streamline the process to increase efficiency. When the company decided to seek ISO20K certification, I owned the project, within FOIS. This project included ensuring all processes, procedures and work instructions were not only documented and easily accessible, but were fully implemented. I worked with process owners from other areas of the business to build a SharePoint repository that was not only functional, but user friendly. Upon receiving the ISO20K certification, it was my responsibility to ensure we maintained it. This meant meeting with internal and external auditors to assure compliance to the ISO20K standards.

United States

I was hired by Equant to lead the implementation of a CRM system. I created the project plan, made sure we had fully documented requirements and acted as a liaison between the business and IT. Throughout the project, I was hands-on and became an expert not only on the tool, but also in the processes. In 2003, after Equant merged with Global One, the business decided to implement a different CRM system. Because of my experience and increased knowledge with processes, I again led the American based portion of the project. This included writing requirements, acting as the liaison between IT and the business as well as the liaison between the US and other parts of the business. I helped to define data elements and map those elements to existing data elements. Once all development work was completed, I led the implementation in North America.In 2006, Equant merged with and became Orange Business Services. Orange began an offshore project to move the call centers to Mumbai, India, Cairo, Egypt and Rio De Janiero, Brazil. I worked with all three centers to ensure they were properly trained on the tools and processes and ready for the hand-off. A few years later, it was decided that the Field and Integration Services needed to make adjustments in the call centers, due to work load balancing. I led the project to move the work being performed in Cairo, to the center in Brazil. I created the plan with stakeholder input, made sure it was followed and ensured the move did not disrupt the business and most importantly, did not cause any disruption to our customers.