State of Minnesota – MN.IT @ DHSJul-2015 to Oct-2018• Led the Supervisor Workspace project from beginning to end. On three occasions (Change Wizards, Periodic Data Matching, PRISM Interface) commandeered complex, high-profile, at-risk projects from other project managers and got them back on track, leading change wizards and periodic data matching to completion, and readying PRISM for future development.• Quickly established and maintained positive working relationships across both MN.IT and DHS. Skilled at partnering with senior leaders, work group leaders and project resources, including vendor resources.• Negotiated with key stakeholders, gaining consensus among leaders with unique goals and needs. Able to partner with project team members to build a logical case for why a project should move in a certain direction.• Volunteer contributor to the NextGen group and personally led the efforts to establish a RACI and a new change management process.Blue Cross and Blue Shield of Minnesota - Eagan, MNJul-2013 to Feb-2014• Led an initiative to replace the vendor platform for the organization’s private healthcare exchange, a $2.5M project. Conducted the work of 20+ individuals within a heavily-matrixed environment.• Quickly build new partnerships with key leaders and resources on both the business and technology sides of the organization and within the PMO. • Championed the organization’s new project management methodology and demonstrated flexibility in rapidly adapting to new concepts, systems, policies and procedures.• Highly detailed and tactical engagement as project manager including: Writing project charters, building project management plans (RACI, risk/issue management plans, project scheduling), management of the project’s budget, and ownership of all communications.

Bluestem Brands, Inc. - Eden Prairie, MNMar 2015 – Jul 2015Delivery ManagerManaged a sizeable portfolio of diverse projects for finance, credit, collections, human resources, ecommerce operations, and data vendor relations. Partnered with product managers, IT, and the business to consolidate and prioritize work from disparate roadmaps and move prioritized, new-feature work through the development lifecycle and into production.MoneyGram International - St. Louis Park, MNFeb 2014 – Mar 2015Program ManagerLed overlapping major enhancements to the organization’s ability for depositing sent funds directly to receivers’ accounts. Total 2014-15 budget of $2.5M, spread out over multiple bi-monthly releases. Also managed a major new partner implementation, opening up major Chinese markets to the organization.

Solely responsible for the forecasting of call demand and analytics for all functions within brokerageoperations. Direct, frequent interaction with senior operations managers and VP-level stakeholders;delivering rapid, timely ad hoc analytics.Forged new partnerships with key brokerage leaders and managed the relationship betweenWorkforce Planning & Analytics and that of the brokerage business. Created new reportingpackages that reframed quality and efficiency metrics, allowing directors and team leads to bettermanage the performance of their associates.Created all daily, weekly, and monthly reporting for a mission-critical brokerage platform conversionproject. Commandeered the monthly conversion reporting from the Strategic Transformation group.Utilized advanced knowledge of Excel to revamp the report to include newly required data elementsand perspectives for larger conversion waves.Led the build of a new call-tracking tool. Partnered with line leaders to test the tool and was responsive to feedback, making the topic list more comprehensive. Built reportsusing tool outputs including: Monthly/weekly conversion reporting and period vs. period comparisonreports. Intelligence gleaned from IQueue has allowed for call obviation, improved customerexperiences, reduced conversion phone demand and the establishment of a 1,300,000 call reduction goal for 2013-14.Achieved a significant reduction in offshore vendor underutilization charges in 2012 and eliminatedthose charges in 2013 YTD. Partnered with the vendor to implement a new MBR structure,showcasing the performance results in an easier-to-digest format. Shifted focus from reviewingpast data to planning for future improvement. Established new metrics and built them into the newStatement of Work, directly tying vendor’s performance to financial incentives and penalties.

Contract project manager for high-visibility interactive marketing operations projects at Ameriprise.

Evaluated project progress while advocating adherence to newly-developed project management methodologies. • Partnered with other project managers, program managers and leaders from different lines of business to spearhead the transition to a unified project management methodology.• Provided valuable input on deliverables, timetables, reporting and project management software features that helped to shape the client’s policy, significantly reducing risks.• Worked with a wide variety of IT projects ranging in size from $50K data migrations to upwards of $5MM+ implementations. Approved key deliverables and ensured that Sarbanes-Oxley requirements were met.• Oversaw 80+ projects at any given time and demonstrated the ability to meet tight deadlines and to properly prioritize the workload.

Responsible for the creation and management of work breakdown structures, project schedules, project budgets, risk management plans, and communication plans for mission-critical operations projects.Led the project team, which reengineered the entire ID card production process, including both internal quality operations and file transmittal to the print vendor; Delivered solution on time and under budget, reducing the amount of tardy ID card mailings by 80 percent.Spearheaded the formation of a new telesales team that was hailed as a model operation by senior leadership; Supplied both project management and subject matter expertise; Consulted with business leaders on all facets of the operation including hiring, training, budgeting/forecasting, logistics, real estate, scheduling, telecom, and reporting.

Tasked by executive leadership to implement best practices for utilization and management of outsourced contact center vendors; Negotiated contract terms on behalf of the businesses and resolved conflicts between the businesses and vendors; Collaborated with Malaysian government officials while building an investment analysis of a greenfield opportunity in Kuala Lumpur and provided key input into the business case for a captive operation in Guragon, India.Crafted the company’s first, structured management program for contact center vendors; Consulted with business leaders and vendors; Analyzed proposed and existing contracts, inspected vendor sites, and evaluated vendor performance; Partnered with business leaders in conducting periodic, formal reviews of vendor activity; Managed change while transitioning operations to and from vendors; Developed scorecards to measure and compare vendor performance.Reduced the number of vendors used from 40 to 19 and consolidated call volume among the remaining vendors, resulting in improved overall call quality and superior pricing which drove an annual savings of $ 14 million. Built a tiered invoice approval process and designed sophisticated spreadsheet models to track and archive payments made to vendors. Secured an annual savings of $ 5 million in invoice discounts; Increased invoice scrutiny resulted in a savings of $ 2 million due to identification of rate variances and improperly billed system downtime.Mitigated information, financial and reputation risk by assembling a taskforce consisting of corporate procurement and risk management personnel to terminate vendor relationships failing to meet established contract and security standards.

Managed the cash and investments for more than 300 corporate and municipal bond issues. Supervised the daily work of five specialists, performing spot audits to ensure accuracy. Analyzed and interpreted legal and accounting documents.Took the initiative to build holistic, perpetual cash flow models, using mastery of Microsoft Excel and Access to automate transactions. Creating these models increased specialist productivity by 30 percent and reduced processing errors by 95 percent.