Advise and manage projects which enable the shared services center in achieving its short and long term strategic goals by optimizing processes and recommending investments to drive overall effectiveness. Independently designs, constructs, and executes analysis to understand root cause and make fact-based recommendations to the leadership team. Drives change and continuous improvement within the shared services center that improves financial and operational outcomes.Facilitates meetings with high level stakeholders (director and above) to drive leadership alignment and consensus on recommendations and action plans.Tracks decisions and manages communication cascade to ensure all stakeholders are apprised of decisions.Acts as project manager and lead for internal projects; serves as shared services representative on enterprise projects that require shared services input.

Manager of multiple key facets in support of the IT Service Center:- Manages the onboarding of CVS Health projects and initiative from the enterprise in relation to ITSC support. Analyzes scope and objectives by collaborating with CVS Health teams to determine and define initiative outcomes, critical success pathways, impact on IT Service Center operations and feasibility- Leads development of new processes or process improvements in support of the IT Service Center (ITSC)- Manages Knowledge Management team ensuring Knowledgebase and Self Service initiatives effectivenessOverall:Develops work plans and staffing for ITSC projects and may recruit or assign program personnel as necessary. Establishes and achieves financial objectives by preparing project budget, scheduling and approving expenditures, analyzing variances and initiating corrective actions

Building and managing formal continuous process improvement discipline throughout the Customer Service and Support Organization.• Developing processes• Identifying improvement opportunities based on data analysis and observation• Initiating and executing process improvement initiatives• Monitoring and reporting process compliance across the Customer Service and Support Organization

Fulfilled 3 to 24 month range projects for global IBM accounts in critical situations utilizing process and project management to analyze, improve and resolve problems. Applied Business Process Management and process improvement methodologies collaborating with IT and business partners delivering mature, streamlined processes.• Developed and lead complex end to end value stream mapping of Request for Service (RFS) process; analyzed and identified 35 improvement opportunities, resulting in a cycle time reduction from 160 to 95 days on average.• Managed and implemented process management framework for complex global account. Provided leadership to project team, communicating project schedule and status to stakeholders. Resulted in raising maturity of all service delivery processes, moving account from chronic to green status and receiving a ‘meets/exceeds expectations’ rating from customer. • Defined an ITIL aligned AT&T / IBM Incident and Major Incident process and procedure for all new go-to-market network signings. Managed project planning, coordinating, risk/change control and communication. Resolved a 3 year old issue of one-off development for every contract agreement signed. • Synthesized data input from multiple regions, accounts and sources to perform analysis of best of breed in the development of highly complex Change Management process, procedures and policies. Resulted in global alignment of a single standard IBM Global Change Management process. • Provided leadership, collaborated with cross functional IT teams and business partners in the process improvement of the global standard IBM end to end service flow of client asset reporting; resulted in improved client confidence. Project earned a Bravo award.• Resolved incorrect invoicing to customer account by developing, standardizing and implementing work instructions of physical assets. Resulted in closure of audit exposure and generating yearly revenue over $102K.

Responsible for leadership and management of the Capacity Planning and Performance Management process improvement projects.• Completed Six Sigma project to improve Storage Area Network installation cycle time. Reduced cycle time from 20 days to 7 days, improved sigma from 1.5 to 2.7 and demonstrated $840K cost saves in first 12 months. Managed 5 Green Belts providing leadership and mentorship; tollgate deliverables used as best practice templates for other Black Belts. Earned a “Distinguished” rating from customer for the Storage Service.• Increased maturity rating of Capacity Management Service from 3.15 to 4.50 within 6 month period by creating and actively managing maturity project plan through tracking of milestones, pro-actively anticipating project risk, identifying mitigation and communication of status and schedule to team and stakeholders.• Conducted Capacity Planning Improvement Initiative that increased customer satisfaction, and improved team performance and effectiveness, by managing 9 month project plan with 550+ tasks and implemented process improvements. Represented Capacity Planning and Performance Management at customer’s summit meeting.• Promoted the Capacity Planning and Performance Management team through creation and presentation of overview deck to Service Organization Forum and the All Managers call; audience included global management and peers. Resulted in clarity and understanding of CP&PM team functions and benefits.

Managed Capacity Planning and Performance Management Improvement Initiative projects increasing customer satisfaction, improved team performance and effectiveness, and implemented process improvements.Lead Software Specialist• Improved quality and reduced cycle time of server installation and network distributed operations processes as part of a cross-functional end-to-end process improvement team through application of ITIL Framework and Six Sigma methodologies. • Synthesized input from numerous teams and procured $5.8M of equipment as the single point of contact for American Express Bank/Technologies for Business Continuation efforts after 9/11/2001. Received recognition plaque from AEB executive management.• Provided management direction and leadership to the WEB Capacity Planning and Performance Management team which sized projects, interfaced with business and IT partners, allocated, acquired hardware and performed stress tests. Provided support of production environment. Aligned with GI partners on processes, business volume forecasts and project planning.Development Leader & Lead Software Specialist (Interactive Services)• Managed teams performing Compilation/Build, Certification Testing, and Production Support. Extensive interface, negotiations and requirements gathering with AOL and other providers. Resulted in delivery of defect-free applications that met customer and business unit operations requirements. • Coordinated and managed entire life cycle of projects on UNIX/AIX based platform through preparation of business plan, cost benefit analysis and user requirements. Liaison with external and internal business partners, marketing and technical teams. Resulted in maintaining a competitive market edge of the web-based ExpressNet application.

Programmed PL/1 applications on stand-alone IBM distributed systems which resided in the insurance agents’ offices and were used for servicing customer insurance needs.