 Took over management of a tech debt project that was started one year prior and experienced issues. Brought business in as an active partner, created a plan that included extensive testing, facilitated decision for alternative user settings and successfully implemented within 7 months.  Took over management of a project to upgrade the UI for a 3rd party vendor application. Started 6 months prior and stalled. Brought organization and regular communications to the project. Requirements defined, development schedule and completed, and three levels of testing completed. Implemented upgrades to three modules within the main product successfully in 7 months.  Assisted program manager in managing large, complex, multi-phase project related to the Nation Emergency Student Loan program initiated during the COVID-19 pandemic. Advised on direction for multiple issues. Managed multiple sub projects that involved work with the IT department.  Asked by Director of Business Relations to assist with getting the business on board for a long standing, critical application server upgrade. Facilitated the education of the business key stakeholders to the criticality of this upgrade. Worked with Architecture Solutions and System Engineering to communicate clearly why the upgrade was needed and the level of work involved. Business supports the urgency and identified it as a top priority to implement in 2024. Turned project over to an ECMC project manager to further plan and implement.

Program Manager: Provide IT program management to multiple projects including New Medicare ID (CMS regulation), Cost Share Reduction (CMS program), 1/1/18 Readiness for growth expansion and implementation of new business model (acquisition). Program Manager: Provide IT program management of a multi-million program to transition the company to a new Pharmacy Benefit Management vendor. Oversee multiple technology work streams. Act as main liaison between PBM vendor and external claims vendor. Three years later provided the same successful IT Program Management for transition to a different Pharmacy Benefit Vendor.  Successfully implemented the many technology changes within an aggressive timeline and with minimal impact to members.

Management consulting firm specializing in business improvement and project implementation.Program Manager: Provide program management of a multi-million ICD10 business and technology program for a Medica. Oversee multiple business and technology work streams. Act as main liaison with external claims vendor.-Successfully transitioned into role midway through program. Leadership approach well received by program team including executives, work stream leads and department leadership.Senior Consultant: Provide project management for the IT PMO of a large health insurance plan company. Oversee multiple projects using both agile and non-agile methodologies including projects related to the ICD10 transition.-Turned around troubled project in 3-week time period through communicating effectively with difficult partner.Program Manager: Drive program management for first phase of large medical laboratory initiative to align with new FDA medical device regulations. Direct activities across 8 functional work groups. Orchestrate executive and steering committee meetings.-Successfully took over program management after original manager left, rapidly learning ins and outs of program and ensuring no interruptions for client.

Led 6 project managers and BAs tasked with new client implementations, billable services, and custom development projects. Managed professional services portfolio of $2.7M in revenue. Promoted continuous improvements to process implementations for clients. Created and tracked all statement of work (SOW) documentation. Established LH1 program office and implemented LH1 partner development framework processes with external development partner teams.

Led management of enterprise QA team comprised of manager and 5 additional resources, driving system end-to-end testing prior to production release as well as verification of production environment after release. Spearheaded 2nd-level support team comprised of 4 personnel tasked with delivering technical support to 1st-level support team. Resolved escalated issues and conflicts with clients and other internal or external parties. Contributed to preparation of annual budgets for enterprise QA, production support, and program office.

Oversaw 2 counties in ensuring customization of selected case management system based on county requirements. Directed redefinition, review, and approval of requirements and design for custom application. Encouraged counties to adjust to new Agile methodology selected by vendor to restart project. Created and designed software testing process; trained users accordingly. Took part in development and refinement of project plan for system implementation.

Provided oversight of new IT project management office and internal customer service center. Introduced software development lifecycle (SDLC) for all IT projects. Facilitated multiple business process reengineering efforts for departments outside IT.

Drove efforts to expand user interface (UI) roles and activities in RUP methodology for large Twin Cities financial firm. Obtained usability requirements from all areas of operations and defined UI standards for all applications. Led acquisition of brokerage services firm with $400M book of business by CPA firm.

Oversaw 5 consultant managers and 45 consultants. Determined policies and procedures for operations areas. Spearheaded creation of SDLC methodology used on all projects. Drove definition of project management office and project management methodology, supporting project managers in field to ensure quality delivery of services.