Provide consultative and project management support to the Yale School of Medicine, Yale School of Nursing and Yale Health Plan to enable achievement of their missions for world-class education and state-of-the-art research and medical care.

Clients: WellPoint, Inc. & Yale UniversityWhile at WellPoint, served as Business Program Director to led two enterprise-wide programs, the WellPoint Advocate Workstation (WAW) Program and Associate Scorecards, which involved significant organizational and technical changes.WAW was a 250-person, $95M program to deliver a common desktop application for Customer Service agents in 14 states by YE 2012 via an SOA. Associate Scorecards implemented centralized data repositories, standard metrics and reports to 16K Customer Service Agents and Claims Processors across WellPoint.While at Yale, served as an IT project manager to create a sustainable infrastructure with repeatable processes to institutionalize Yale’s compliance with HIPAA/HITECH regulations. Involved coordination across clinical and basic science 20+ departments, General Counsel, Compliance Officers, Information Security, communications, financial, HR and technical support teams.

Led projects for company acquisitions, insurance product launches, client integrations, and process improvements. Assisted with 3-year strategic planning, annual corporate goal setting and identification of projects to achieve objectives. Assessed impacts to and progress of the corporate project portfolio.

Set 3-year strategic direction and managed $350M in Telesales and $170M in outbound production annually in an outsourced environment. Managed internal teams of 14 to implement projects, oversee supplier management, forecasting & capacity planning, telesales campaign setup & execution, manufacturing & mailing of monthly/annual statements, letters, and plastics to support US Card.

Established and led 25 person enterprise-wide PMO with a $300M portfolio. Created interaction models, processes, methodologies and tools to manage the PMO and enhance efficiency across 14 businesses with specific focus on call center support for collections and telesales. Led large, complex operations projects to improve call center operations, implement new technology and drive business value. Advanced maturation and acceptance of project management across Capital One.

Client: Media GeneralProject managed team of 14 to implement PeopleSoft Benefits Administration to support 6500 employees in time for open enrollment. Included an IVR for elections via an SQR interface to PeopleSoft and an Oracle database.Also participated in other PeopleSoft implementation pursuit teams on behalf of E&Y.

Client: Puerto Rico Department of the Treasury Developed and implemented training to include a Train-the-Trainer program, end user training, and an English to Spanish translation strategy. Developed an organizational change plan (training, communications, assimilation) for the PeopleSoft implementation of Accounts Receivable, Accounts Payable, General Ledger, and Purchasing.

Project manager for requirements, communication, training, and acculturation of implementation of PeopleSoft HR, Accounts Receivables and GL across 177 locations throughout North America. Included post implementation support.

Managed 6 member sales team and 30 global telecommunications accounts worth $30M in annual revenues. Accounts included: Disney, Universal Studios, Blue Cross Blue Shield, Buena Vista Hospitality, Premier Cruise Lines, Charles Schwab, Darden Restaurants, Vistakon, Crowley Maritime, and Tupperware. Drove quota attainment, market share and profitability. Led sales efforts and RFPs. Average annual revenue growth: 13%+. Average annual quota achieved: 118%+.

Used consultative selling technique to improve Delta's call centers with enabling technology such as ISDN. Provided network consultation, statistical analysis, and account management for $54M account.

Forecasted, engineered, and implemented hardware & software for 4th-stage Electronic Switching Systems (4ESS) to provide call capacity on the AT&T global network. Monitored thresholds using statistical analysis to optimize utilization. Managed capital investment, optimization, and retirement of 4ESS assets. Trained 600 employees in Network Element Engineering Division in a new performance management system. Facilitated identification of customers, suppliers, processes and outputs for customer-focused goals.