Oct 2014 – Feb 2016: Successfully delivered a new defined network Medicare Advantage (MA) product to the 5-county PA service area for the 2016 annual enrollment period. Product scope ranged from network definition to provider contracting to CMS bid submission to implementation of the new network and product on the vendor platform. This was the first Independence MA product to be developed on the vendor platform. Project came in under budget and exceeded its year one membership target.

Feb 2014 - Oct 2014: Worked with IBC's Business Process Team to help organize structure and track an unusually high volume of work requests resulting from IBC's large business migration/transformation program.Jan 2014 – Aug 2014: Project managed Phase 2 or the Government Markets initiative to provide technology and process optimization to the Medicare Call Center. Project involved extensive work to implement a third party technology to automate and streamline outbound call campaigns, the implementation of a work-from-home program, improved reporting, and various soft skills and business process additions and refinements.Jan 2014: Worked with Information Security, Internal Audit, and business areas to ensure appropriate system access controls in place as part of migration to new system platform.Feb 2013 – Dec 2013: Project managed an organization transformation initiative within Government Markets to provide high-touch, white-glove customer service to IBC’s Medicare members with the goal of improving IBC’s CMS Star Rating and driving increases in member retention and membership growth. Worked across many functional areas to enhance selection and hiring, training, organizational structures and relationships, business practices, metrics and reporting, teamwork, soft skills, etc.Feb 2013 – May 2013: Project managed technology aspects of move of IBC’s Walk-In Services Center to another building and set-up of new Marketing retail space at the same location. Project involved acquisition, relocation, installation and check-out of new and existing technology and coordination and swift action by several IS teams to achieve the very tight timeframe for being operational in the new location. The team was recognized for its work by the CIO.Dec 2012 – Jan 2013: Part of a large business migration/transformation program at IBC involving dozens of individual projects. Jointly project managed projects within the Sales and Marketing areas.

Helping to drive efficiencies and improvements to the Product Lifecycle Management (PLM) processes used to develop and maintain Siemens suite of Heath IT solutions through global partnership and collaboration between the Quality Management and Solution Development organizations. As a member of the PLM Excellence Core Team promoted and implemented a holistic approach to system-wide process improvements targeted at increasing predictability, throughput and quality. Approaches included Systems Thinking, Learning Organization concepts, Agile Coaching, continuous flow, Kanban, and infrastructure enhancements.

Helped to put necessary systems, metrics, and executive-level reports in place to increase transparency and improve complex sourcing model used to staff IBC projects.

Member of newly formed Process Management and Continuous Process Improvement group tasked with driving process change within the 21st Century IT Department. Initial tasks included definition of process repository framework, process standards, methods for identifying and managing requests for change, assessing key processes and recommending ‘quick wins’.

Over 7 months, jointly project managed integration of corporate policies and procedures from the two legacy companies to create single set for the merged company. Worked collaboratively with division and functional representatives and governance body to harmonize, adopt, promote, demote or retire > 200 documents to arrive at a set of 76 policies and procedures. Managed publication of resulting standards and oversaw corporate web site. Used Lean Six Sigma methods to initiate improvements to corporate policy and procedure administration system to increase consistency, traceability, usability, and access.

Internal process excellence professional and member of senior staff with track record of achieving strategic division and business unit goals by defining, driving and improving key business processes across the product development life cycle. Scope expanded from 1 development lab to all 3 labs and later all functions (engineering, marketing, sales, supply chain) within parent business unit. • Drove development of annual goals, action plans, and progress review/reporting using Balanced Scorecard. • Assessed adequacy of processes to support achievement of business goals; worked with domain experts to address gaps.• Facilitated project postmortems, action planning and execution to transform project experiences into process improvements. • Analyzed at-risk projects and assessed organization-wide performance in key areas including delivery predictability, to provide independent input for management decision-making.• Used reference models/techniques such as SEI CMMI, ISO 9001, and Baldrige National Quality Award to identify organizational weaknesses, implement improvements, and leverage best practices.• Interfaced with senior executives to define and implement new business unit level Portfolio Management and Stage Gate processes to ensure optimal expenditure of limited R&D funds.• Re-engineered Requirements Management process/tool to support new services-oriented business model.• Formalized and implemented Commitment Control procedure for improved delivery commitment management.• Developed overall Process Framework to improve integration/understanding of key process relationships.• Provided Process Training/Consulting to all organizational levels to ensure understanding and buy-in.• Promoted use of industry-leading Development Methodologies and tools.• Initiated Project Management community of interest to drive improvements through best practice sharing.• Managed site-wide quality system and ISO 9001 certification program.

Selected as one of three initial Engineering Resource Managers coordinating assignments for ~3,000 engineering professionals in three geographically dispersed development labs. Resource Manager role later integrated with Business Excellence role.• Defined Resource Manager role and procedures for managing pooled resources in support of new organizational model.• Interfaced with line management and other Resource Managers to fill priority positions with qualified staff. Expanded use of job posting process.• Introduced resource management system to help identify qualified and available personnel.• Reworked skills dictionary to incorporate relevant current and emerging skills and facilitated organization-wide skills assessment to establish skills baseline and identify critical skill gaps.• Maintained accurate resource data, including skills, and coordinated allocation and hiring of new and replacement personnel.• Analyzed corporate employee satisfaction survey results and trends, and coordinated action plans to address problem areas.• Briefed management on make-up, utilization, and trends affecting the total resource pool.

Developed and demonstrated interest and competence managing organizational change through a progression of roles: • Team Champion for a specially-chartered, team-based organization which pursued and won a 10-year, multi-million dollar contract with the Government Services Administration. • Leader of a site-wide Organizational Task Force that researched, proposed, and then implemented a new multi-function, team-oriented organizational model.• Member of the three-person leadership team that headed up the newly-formed organization.

• Software engineer, customer support specialist, project manager, and department manager involved with the design, development, and support of small business systems, front-end processors, and networking subsystems for server products. • Member of Corporate Quality staff responsible for software development process definition and program-level quality assessment for corporate phase reviews. • US and international work experience.