Robert Parsons Email & Phone Number

Boston, Ma, Us

Boston, Massachusetts, Us

Leading post merger integration planning and execution. To date, completed 14 integrations with value of over $70M, created The Stepping Stones Group first Post Merger Integration (PMI) Playbook and PMI Core Team to further refine accountabilities, coordination and communication across the enterpriseLeading the Onboarding and Compliance Team to build on existing best practices while leveraging lessons learned to successfully engaged 5,640 new employee bookings during the 23/24 school season. Leveraging new data analytics, enhanced technology, refined processes and operating model to accommodate year over year nationwide growth targeting 10,000 new employee bookings

Boston, Ma, Us

Led the coordination and management of CCA's first strategic plan through an engagement of the executive team, consulting and enterprise resources to drive plan analysis, content, and executive approval resulting in successful ratification by CCA's Board of Directors.Lead the creation and evolution of the New Business and Post Merger Implementation function. This team is responsible for all internal operational integration of corporate acquisitions and de novo market launches. Senior business sponsor creating and operating the Massachusetts Homebound COVID 19 Vaccination Program resulting in the vaccination of greater than 5000 homebound residents. Lead the creation and evolution of the Enterprise Program Management Office (EPMO). The EPMO is responsible for partnering with business sponsors to prioritize initiatives and coordinate cross functional teams to deliver the strategic initiatives portfolio. Lead the Performance Improvement & Management team specializing in business process improvement, business performance management and business planning.

Providence, Rhode Island, Us

Led the transformation of the Technology Services Program Office from a 6 member project governance team to a 150 member multi-functional service organization supporting the delivery of all bank related technology capital projects and $200M annual spend. Services included project management, project prioritization and governance, resource demand management, and technology cost transparency. Accountable for designing services and hiring appropriately skilled leadership team resulting in an adaptable service organization Led the centralization of 140 Technology Project Managers, including colleagues, contractors and strategic partners, established consistent performance plans, developed project delivery metrics, and hired new Project Managers to up skill talent. Established service level agreements with technology partner to staff qualified Project Managers based on standard resource demand management processLed implementation of cost transparency tool resulting in focused data validation, opportunities for potential technology cost savings and foundation to build a corporate invoice of IT services consumed

Boston, Ma, Us

Led the creation of the Enterprise Program Management Office by focusing a team of highly experienced project professionals to support improved enterprise project delivery, collaboratively establish enterprise delivery standards, and developed a Project Management Community of Practice Managed all aspects of hiring, training, and developing highly experienced project professionals with a budget exceeding $1 million, and sponsorship of external consulting engagements Established processes to consistently propose and estimate business plan projects, including but not limited to periodic re-assessments of the business plan project portfolio resulting in reduced ambiguity, consistent expectations, and support of senior executives’ decision making

Boston, Ma, Us

Developed and gained senior executive consensus for restructuring IT Security to better align talent to deliver security services and create flexibility to adapt to changing business needs resulting in a more responsive IT security operation Developed strategic business case, resource model and budget forecast for the newly formed Infrastructure / Security Program Management and IT Security Operations teams. Included Program Management, Identity and Access Management, IT Vendor / Application Risk Assessment, Security Architecture and Security Operations teams of 24 associates and budget responsibilities greater than $6 million.

Boston, Ma, Us

Provided senior executive level business activities and communications to integrate HP to IBM transition program milestones with major business events, concerns, and requirements resulting in a well informed business prepared for the transition of technology application services and infrastructure support functionsDeveloped structure and provided oversight to 3 Transition Program Management Office associates to evolve delivery of program management services to BCBSMA leaders resulting in coordinated BCBSMA decisions. Included ad hoc problem solving and decision support activities on behalf of the Transition Program Executives

Boston, Ma, Us

Provided leadership and oversight to 20 Service Integration associates who supported approximately 1,600 leaders and associates across the Service and Operations Division. Service Integration functions included Talent Management, Communications, Training and Documentation teams. Established client relationship model for Service Integration leaders and senior associates to align with key stakeholders in order to build strong relationships and timely issue resolution

Boston, Ma, Us

Provided senior program leadership transitioning a large system replacement initiative to a new System Development Life Cycle (SDLC) model. This leadership effort focused on supporting the Program Executive Leader, Program Management Office (PMO) staff, 7 BCBSMA Director level SDLC Leaders, vendors, external consultants and associates in navigating the ambiguity associated with a large scale transition effortPrimary program leader responsible for managing day to day aspects of a two year $115 million budget, including actively managing BCBSMA and HP resources, coordinating program level resource modeling, hardware / software, and program change requests resulting in the program meeting budget expectations Provided team building, crucial conversations, and leadership facilitation to a group of 20 SDLC Sub-Team Leads resulting in the Sub-Team Leads developing their own leadership conversations and taking on increased initiative for delivering business / leadership value to the program

Boston, Ma, Us

Directly supported the Chief Strategy Officer and the Vice President of New Ventures in sourcing, identifying, and evaluating business venture opportunities that create strategic fit and/or create new revenue streamsDeveloped the due diligence documentation process for the Life Specialty Ventures and MedVantage equity investments resulting in a detailed and organized method for documenting equity investment due diligence Initiated the development of management routines for the newly created New Ventures department including, but not limited to, weekly team meetings, deal making framework, and executive level status reporting resulting in efficient day to day operations

Boston, Ma, Us

Led large-scale, cross-functional projects (internal and external) designed to improve operational and organizational effectiveness throughout the company. Assumed lead roles in developing, managing and coordinating key corporate initiatives. Built and maintained executive partnerships to affect a common goal. Conducted interviews, facilitated strategy sessions, and presented to every level / size audience. Led and collaborated effectively with other consultants, including managing, mentoring, and providing feedback to junior consultants:Executive Leadership Team: Corporate Growth – led facilitation support planning for Executive Leadership Team sessions on corporate growth by developing, managing, and executing detailed facilitation plans, conducting research and preparing content for the sessionsPartners Healthcare Initiative - performed overall project management activities for the IT related collaborative effort between Partners Health Care and BCBSMA. Established a structured approach for the 6 Director level work teams to successfully complete a business case and pilot proposal for providing pharmacy claims information at the point of careBlueQuote Plus Impact Assessment - completed operational impact assessments for the Consumer Sales, Select Markets and Middle Market Sales areas in advance of the rollout of an enhanced technology solution, documented key process changes, identified training needs, developed communications plans, documented potential organizational structure changes

Boston, Ma, Us

Initiated and created a combined Payment System Risk and Special Situation Institution relational database to collect, document, and share institutional characteristics among discount window decision makers, operations personnel, and analysts. The automated collection of data dramatically reduced data gathering time.Conducted fundamental financial analysis of New England banks, thrifts, and credit unions to assess the creditworthiness of institutions in advance of possible Discount Window lending activity.Received the Federal Reserve Bank of Boston’s Service Award in recognition of outstanding effort and accomplishment related to the successful documentation, development, implementation, and end user training of a mission critical financial analysis data mart.Served as the primary analyst for a portfolio of bank-holding companies to evaluate and project the adequacy of banks’ capital, asset quality, earnings & liquidity and analyzed the effects of bank holding company mergers and acquisitions with a focus on financial safety, anti-competitive, compliance and public interest issues.

Masters Of Business Administration, Concentration In Information Technology

B.S., Business Management

Education record