Stephen Young Email & Phone Number

Boston, Ma, Us

Responsible for the creation and continuous improvement of all Services Implementation Methodologies and Services Business Processes for all Mid Market and Enterprise SaaS offerings, with strategic emphasis placed on rapid development of Go To Market processes, such as customer pilots and early adopter approaches, for M&A born platforms and technology. Eliminated 40%-48% of project hours from the Services Implementation Methodologies of three flagship platforms, each with over 50% reduction in Time To Live and significantly improved customer satisfaction through methods below-Developed Process Maps and Business Process Models used to document Services Implementation Methodologies and cross-silo Business Processes which served as the foundational documents for stakeholders across all business levels-Conducted extensive Process Design exercises to enable shifting work to lower cost teams, eliminate non-value add tasks, eliminate bottlenecks, and highlight opportunities for Services Implementation Tools or Product Development to address critical pain points-Merged dozens of methodologies into few discrete universal, repeatable methodologies to achieve greater process control capabilities, significantly reduced training needs, and higher self-reported employee experience scores-Designed and Facilitated on-site and remote workshops to achieve a variety of business outcomes ranging from the strategic to the tactical, and from process improvement to determining changes in organizational structure-Won buy-in from multi-silo stakeholders from Individual Contributors to Vice Presidents for processes, technical solutions, organizational changes, and broad programs to gain the necessary support and resources to implement them-Developed the Services Operations, Services Implementation Methodology, and Organizational Readiness sections of the UKG Merger and Acquisitions playbook in order to create standardized, repeatable approaches to all future M&A's

-Lead process consultant for the discovery, design, and operationalizing of response processes to the $20 Billion 2021 KPC Cloud Ransomware Attack across impacted silos, earning promotion to Principal Consultant in conjunction with recognition of the level of responsibility of my projects which were the basis for the work above-Developed VBA tools as part of rapid MVP Service Tool Development required by proposed processes, in one case eliminating the need to expand the Tax COE in order to expand to Enterprise clients-Enabled rapid access to custom data and reporting tools, processes, and procedures for the Strategic Delivery team through continuation of work formerly executed as Senior Business Analyst-Conducted Project Management and supported Program Managers to efficiently run the strategic development programs

-Developed and Continuously Improved Services Implementation Methodologies, Services Business Processes, and Organizational Readiness programs with a focus on offerings created through Merger and Acquisition-Designed, won buy-in for, and implemented reporting and process control systems across the business in order to provide dashboards used by many silos and roles with on-demand visibility into programmatically generated analysis of historical and real time data from Excel VBA, Smartsheets, JIRA, IBM Cognos Query Studio, PowerBI, and homegrown tools-Eliminated chronic issues related to data definition, access, and discrepancies by creating standardized definitions of data, collection practices, and reporting practices-Continuation of my duties as Operational Readiness Program Manager for the HCM Platform until passing off to a lower paid resource following the completion of my proposed solutions to limit the scope of the role and diversity of talents required

Responsible for ensuring cross functional readiness for software releases and organizational updates of the latest flagship platform from Kronos and the flagship offering of the newly merged UKG organization. Overhauled the existing HCM platform readiness process to achieve stakeholder approval of the readiness process from a minority of stakeholders to 80% of stakeholders and reduction of readiness misses despite ever increasing release frequency-Created a readiness program to efficiently address differences in technology, organization, and culture between the component organizations of the newly merged UKG-Drove Implementation Process solutioning between cross functional teams of each merging organization to help create solutions and to guide effective delivery of these solutions despite systemic lack of alignment in roles and responsibilities chronic gaps in technical knowledge of the newly created offering-Led problem solving workshops between directors of numerous cross functional teams such as Marketing, Sales, Service, Support, Internal Enablement, Customer Enablement, etc to resolve acute and chronic readiness gaps-Led the monthly HCM VP Leadership Update to communicate readiness progress and obtain support for addressing gaps -Led cross functional incident response teams to mitigate impact of sudden issues (organizational and technical), identify root causes, design countermeasures, and implement them rapidly despite limited resources and shared goals cross functionally-Won buy-in for alternative data practices to enable a streamlined connection between various silo's key data sources thus eliminated hours of administration work each week, improved data accuracy, made data quality root causes easily identifiable, and allowed frictionless end user self service of all readiness planning for Dimensions HCM

Chelmsford, Ma

-Founding member and industrial engineer for the team that created Paragon, the software implementation methodology that accelerated Time-To-Value for professional services engagements by 50% and was a finalist for the 2017 TSIA Star Awards-Discovered failure points and opportunities in prior methodology by leading process mapping initiatives and data analysis-Enabled consultants to focus on value add tasks by developing a tool that cut 40+ hours of documentation per implementation-Empowered project managers and expedited resource deployment by automating project schedule creation and budgeting-Created automated reporting and creative metrics that exposed organizational policy adoption issues to senior leadership-Eliminated 90% (24 hours) of weekly work for the Managed Release Process by consolidating and normalizing data sources-Evaluated and reported on new technologies or processes for their potential to solve business needs

Chelmsford, Ma

Eliminated approximately $40,000 per year in wasted time across the department by overhauling the department SharePoint Designed and developed an automated system that processes department data into actionable dashboards via VBA

Chelmsford, Ma

Designed and developed a platform for improving organizational transparency using SharePoint and Excel MacrosDetermined user requirements for an array of initiatives, from project managers, software engineers, department directors, and both the President and Vice President of Engineering