• Was given the opportunity to prove my competence outside of project management and IT by rebuilding a team of experienced trainers, reimagining the partnership model with our customers, andrenewing our dedication to the students we serve. Pulse Survey scores in “People Leader Effectiveness” increased for lowest quartile of Centene scores to 100% in less than 6 months. Increased innovation resulted in better student knowledge retention and better functional alignment with the business operations teams we support.

Managed and developed the Delivery Support Team to provide project management support to the Provider Credentialing, Corporate Provider Data Excellence, and Adjudication Benefit Configuration & Pricing teams during integration, migration, implementation, consolidation projects. Worked cross functionally with a wide variety of other PM organizations, business teams, and IT teams.

Created and managed a new cross functional team consisting of audit/compliance program management, backend payment/adjudication application production support and automated early warning system health check development. Partnered across a wide variety of business, IT, and regulatory organizations to build and refine new process to support the continued and future growth of Centene’s claims adjudication and processing capabilities.

Managed the Provider Payments team during 36 new check run implementations. Managed overnight production support of more than 140 check runs per week. Developed both internal and contract staff, helping them to maximize their personal and professional potential.

For the IT Claims Systems teams worked as a cross team point of communication and coordination specializing in new plan implementations. Working to de-conflict the Health Net integration projects with all other in-flight IT Claims Systems work.

• Project Management: Specialized project management responsible for onboarding activities of all new clients onto the DataServ Software as a Service (SaaS) solution. • Process Improvement: Led a wholesale restructuring of the way new clients are initialized onto the DataServ solution reducing the average time between contract and first payment from 9 months to 2 weeks. This was made possible through standardization of solution, documentation, project management best practices, and a more consultative approach. • Reason for leaving – Offer from Centene

• Technology Partners Solutions Group: Worked to mature project management/PMO processes and increase effectiveness and consistency of project estimation, risk assessments, risk mitigation, resource forecasting, resource scheduling, project documentation, project proposals, and contracts – all within an Agile framework. • Reason for leaving – Company ownership decision to refocus on staff augmentation.

06/2013 - 05/2014 Project Manager – Consultant Client - Monsanto • Gateway Project: Picked up a troubled formerly outsourced project 6 months after a failed Agile implementation. Over an 11-month period worked to rebuild business confidence in IT and successfully deliver all critical functionality on time. • Integrated Field Scripts (IFS): Worked with a cross organizational team to deliver Monsanto's first IT based customer facing product. • Reason for leaving – End of contract.

Express Scripts – St.Louis, MO • DoD – Picked up 2 in progress projects and successfully delivered new functionality to the existing DoD client in a very politically sensitive environment. • Medicare - Successfully delivered 4 high priority regulatory compliance projects on time and on budget. The projects necessitated effective communication with all levels of executive management, on-shore and off-shore software development, and cross coordination with 10 other parallel Medicare projects. Provided analysis and recommendations for strategic alignment, and requirements development based upon Project Management Professional (PMP) and Information Technology Infrastructure Library (ITIL) best practices.Charter Communications – St.Louis, MO • Successfully delivered a high priority, politically sensitive web based third party affiliate sales portal, 6 months ahead of the originally project schedule. The project required tight vendor management of 2 external vendors, project management across 3 parallel software development tracks and 2 parallel hardware configuration tracks, and scope and schedule management with geographically dispersed sponsors and users.

• Directly supported the CIO of the Army Program Executive Office Integration (PEO I CIO) and his organization (Technology Services, Security, Knowledge Management, and Data Management) as the Project and Operations Officer. • Developed project plans, provided analysis and recommendations for strategic alignment of projects, new technology pilots, and requirements development based upon Project Management Professional (PMP) and Information Technology Infrastructure Library (ITIL) best practices.• Facilitated the standardization of process, policy and procedure improvements that infused existing PMO administrative practices and management systems with industry best practices, polices, and standards. Created clear implementation instructions that improved consistency and enabled precise execution. • Managed internal and external taskings, objectives, priorities, timelines and schedules for the overall CIO organization and communicated effectively internally and externally in both oral and written formats with all levels of employees, management, vendors, and customers• Coordinated, and integrated annual, periodic and adhoc reports/ briefings into cohesive final deliverables on behalf of the PEO I CIO organization• Developed and Managed the PEO I CIO annual budget ($12M), resource/staffing forecasts, training and other people, process, and communication issues contained within the PEO I CIO environment.• Advocated for positive process change and simultaneously gleaned the best content for resident IT practices while engendering a culture of continuous process improvement.

Department of Interior - Bureau of Indian Affairs• Supported the replacement of BIA’s legacy Oil and Gas Royalty Distribution system ($10M+ per month). Facilitated the negotiation of requirements collection, project plans, and business process streamlining between the application development vendor, technical staff at 2 datacenters, operators from 8 regions, and multiple levels of management from 4 bureaus and the US Department of the Interior. Monitored resource estimates and actuals, requirements validation, and deliverables execution. Documented BIA Oil and Gas “as is” and “to be” process and workflows to satisfy OMB A123 requirements (Clinger Cohen) and facilitate the integration of future technology requirements.

National Archives and Records Administration Change/ Configuration Management Manager (2006 – 2006)• Lead the common services team (configuration management, change management, asset management, and documentation management) and facilitated the tracking of more than 300 individual changes to the National Archives IT infrastructure. Leveraged ITIL based best practices to avoid infrastructure issues whenever possible and aid the expedient resolution and escalation of issues when they did occur. Senior Process Engineering Manager (2005 – 2006)• Executed an ITIL based pain level, type, and category analysis and suggested resolutions through the generation of a process improvement progress plan. Facilitated cultural modifications that eased tensions between contractor, customer, and end users. Kindled an ideology of continuous process improvement.SRA Internal ITIL Process Standardization ProjectSenior Process Engineering Manager (2004-2005) • SRA ITIL Process Standardization Development project consolidated and reformatted ITIL best practice process to create an extension of the SRA CMMI based methodology. Revised and documented process, policy, and procedures in the areas of service support, service delivery, and infrastructure management.

Process Engineering Project Manager/ Internal Consulting Business Analyst• Internal consultant that lead the cross-functional capacity planning team comprised of business and technical specialties, responsible for process engineering Sprint’s industry leading midrange server logical and physical consolidation process. The policies and procedures which were developed enabled Sprint to avoid buying more than $30 million in hardware. The 3 year process development involved more than 200 sub projects. • Co-authored and published a technical white paper based upon the $30 million cost reduction techniques at Sprint. Presented this paper in front of more than 1,000 industry experts at three regional and one international conference.

Airborne System Administrator with Top Secret Security Clearance IT Operations (1993 – 1999) • Responsible for operation and maintenance of the airborne mainframe system onboard the USAF’s $360M E-3 Airborne Warning and Command System (AWACS) aircraft during more than 2000 flying hours in hostile zones over the Middle East. (Desert Storm, Training/Coaching (1996 – 1999) • Trained more than 20 “at risk” students in my primary military career field. If students had failed to complete training, each student would have represented a loss of more than $250,000 in training expense.Helpdesk Manager (1996 – 1999)• Managed an eight-person volunteer help desk operation that negotiated the acquisition of more than 100 desktop systems at no cost to the military. Estimated savings of more than $100,000.