2007 – 2016 Choicelinx – Manager - Business Project Management and Client Service/File Transmission Teams Reporting to President Developed business cases and implemented key infrastructure and process improvements to enable the Company to grow its client base 4,300% between 2007 and 2016o Evaluated and implemented web-based project management software and processes that enabled the Operations team to handle 30 to 50% YoY increases in project worko Managed the rollout of Salesforce CRM application to automate case management process that helped increase the clients serviced per employee by 30% YoYo Centralized and managed Production Support activities that significantly contributed to client satisfaction improvements and 30% YoY internal efficiency gainso Established Program Management Office (PMO) in collaboration with the Product and Development teams (Agile framework) and the Operations team to govern and manage (Waterfall framework) the code release process that enabled 4 quarterly code releases and 2-week code/fix cycles without interruptions to ongoing client service Managed the Corporate initiative and significantly contributed to the C-Suite selection and roll-out of the 3rd party enrollment platform to rapidly expand Choicelinx enrollment capabilities leading to 30 to 50% YoY sales growth between 2008 and 2016  Led the 50 member / 15 cross-organization teams to develop, document, and test operational processes and procedures to support the on-time rollout of Cigna’s $20 million online enrollment / decision support integration effort  Created and maintained Company dashboard to present key performance indicators for monthly C-Suite and Management Team review. Dashboard was used to help drive feature strategy, sales targets and plans, and internal efficiency projects

Direct management of data analysts and project managers to deliver Benefit Administration enrollment services. Led strategic and tactical projects to significantly improve key performance indicators on Fortune 500 client account. Led YoY corrective measures in 2005/2006 to drive on time delivery of hard copy annual enrollment benefit statements from 60% to 99% and reduced annual enrollment work item / vendor issues (defects) by 20% / 70% respectively  Project Management of domestic and international teams to implement Equity and Fixed Income trading system disaster recovery (DR) functionality. Successfully tested by each organization annually while maintaining volume requirements and feature upgrades Completed Six Sigma project to reduce LOA processing errors and improve system consistency and accuracy across all Fidelity’s H&W clients. In 6 months following rollout, the effort resulted in 30% fewer errors attributed to data entry and system-related LOA errors

Direct management of 6 project engineers and managers to deliver risk assessment & remediation services