As the U.S. and Canada Order Operations Manager I'm responsible for leading and executing the order to remittance process for a $3B+ P&L. Partnering with regional and modality commercial GMs developing strategies, implementation and execution of those strategies. I design and execute order management organizational and process strategy, influence key stakeholders across USCAN and ISC to drive execution and change. I lead a team of 90 employees focused on timely, accurate, and compliant execution of order management and fulfillment activities including order assessment/entry and backlog management. I also participate in improvement initiatives to drive improved On Time Delivery, especially as it pertains to Clean Order Quality which encompasses Lead Time Adherence, Configuration accuracy and stability as well as Customer On Site Date stability.

In this role, I oversaw a team of 11 Senior and Lead Professionals to deliver process improvements, project management tools and training to 400+ installation project managers globally. I designed and manage the global framework to achieve business vision and drive KPI improvements. As well, I designed and deployed new project management tools and Installation standards for new product introductions, including updates to training. I also led the design center support team, their processes and content to reduce defects across region teams, while ensuring on-time delivery of new product AutoCAD blocks and templates. I served as an Installation SME.Some of my most notable achievements include that I pioneered breakthrough improvements globally to Project Management of Installation processes, raising on-time delivery by 20%, positioning company increased growth and improving customer satisfaction.As well, I seamlessly deployed a new Project Management solution to 400+ Project Managers world-wide, improving productivity by 10%, as well as improved date management.

Here, I led a team of 13 Project Management professionals managing a backlog of 50-75 projects each and partnering with external customers to review site requirements, delivery dates, installation & applications training. I oversaw key metrics of implementation and managed revenue projections of 500+ backlog projects. I was responsible for achieving 80%+ customer requested on-site delivery date stability. I liaised with Sales & Service staff on customer implementation escalations and contributed to to process improvements, led continuous improvements and simplification activities. Forged business-wide relationships internally to ensure best customer experience and I cultivated lucrative customer relationships.One of my key achievements here was that I led the HPM Customer Experience initiative with a cross-functional team, improving communication, logistics, and customer relations, driving Customer Satisfaction scores up 4% within the first year.I also led the Global Kaizen in Budapest, Hungry with global DPMs & PMIs to expand the U.S. Customer Communication Templates library into global templates, yielding over 20 digitally transferred templates into project management tools and marking first time globally DPMs and PMIs liaised on process and tools.

I provided Lean leadership and simplification to key areas of the Global Order to Remittance (OTR) team of over 700 FTEs. Served as a change agent and liaised with OTR management globally and region Process Excellence leaders on strategic deployment planning, defining and reviewing key value streams, driving Lean principles to implement best practices. I also coached Process Excellence leaders in Lean methodology to improve customer satisfaction and reduce cycle-time on specific wing-to-wing transactional processes. I spearheaded the seamless creation of the Global OTR team, from HR and personnel placement to documenting key operating mechanisms and KPIs.I also developed the OTR Global Dashboard and Metrics to measure the overall health of OTR operations, leveraging OBIEE and Spotfire technologies, leading to improved problem solving and improvement strategies.

In this role, I directed a team of 12 VC professionals responsible for administering over 400 annual variable compensation plans to almost 2K eligible employees nationwide. I provided strategic thought planning on sales compensation administration and ensured accuracy and timeliness of VC payments to sales teams.. Kept strong controllership and governance via collaboration with HR, Legal, Finance and C&B to ensure compliance. I also managed issue resolution.One of my most proud accomplishments is that I leveraged Lean Methodology across 4 Kaizens to drive continuous improvements across a cross-functional team, resulting in on-time programming of all compensation policies, over 1,600 VC plan elements and 8,400 VC rules within compensation tool as well as full Audit of all plans prior to the first Actuals payment.My effective team managed slashed issue resolution to P90 of 45 days with a 4.2% reduction in IR avoidables.

I managed a team of 25 deal support professionals and 3 team leaders as the first National Quote Center of Excellence within GE Healthcare providing quoting and deal support to 300 Sales Reps selling Monitor Solutions and Service Sales. I ensured the team performed superbly regarding time and quality configurations. I maintained strong relationships with 3rd party vendors and led the Show Site team managing 400+ annual customer visits locally and nationally.My strong expertise in Lean methods, Change Acceleration Processes and Takt Time allowed me to increase the capacity across the LCS Equipment Quote team, leading to the first-time clearing of the quote queue in the 4th quarter and earning an award for driving customer centric improvements.As well, I grew leadership skills across the team by hosting monthly "Growing Strong Leaders" sessions and launching a peer to peer learning program.