Senior IT Project Manager• Currently managing an effort to update a current medical cost estimator tool to remain compliant with the state of Florida. Present effort is to reduce errors and improve member experience in both English and Spanish.• Currently managing an effort for Florida Blue to make pricing information available to the public via machine readable files. This effort will also include giving Florida Blue the ability to create advanced EOB’s to the members for scheduled services at least 3 days in advance. This effort will also build a new price comparison tool in order to remain compliant with the Federal government.• Currently managing a project to identify, prioritize, and remediate End of Life software within Guidewell’s technical environment. Includes Citrix and Non-Citrix servers, Redhat licenses, Oracle databases, and workstation applications.• Directed a project to end the Hadoop Data Platform and migrate to the new product line of Cloudera Data Platform.• Directed a project to deploy SMS/MMS capability to send text messages to members and prospects and allow for mobile originated campaign responses.• Managed an effort to automate processing features of an application workflow to the CMS Complaint Tracking Module. The effort will also improve data accuracy and efficiency, as well as enhance reporting capabilities.

• Responsible for project plans to incorporate waterfall and agile teams, deployment timelines, implementation oversight and status reporting for all projects• Managed a large-scale effort to create a new software application and database that enabled department workflow automation, provider maintenance/verification and directory accuracy. The application introduced the ability to log provider maintenance, activities and tracking.• Directed a project to resolve both business and technical gaps in payment logic to satisfy state compliance for interest and penalty calculation, as well as state reporting for KY, OH and GA. • Managed a multi-year series of projects to implement system wide changes to incorporate consistent in-house pricing strategy based on local non-negotiated fee schedules and apply pricing enterprise-wide. • Responsible for managing both the technical and business teams to develop and implement the “Paid Family Leave” product for the State of New York.

• Managed the effort to create a pre-certification/authorization (PA) and Medical Necessity Determination (NA) program for Pain Management providers. Based on approved medical policies, the system automatically renders a PA or MND decision based on Horizon’s Pain Management guidelines.• Directed the project to store medical, vision, dental and pharmacy benefit data across Administrative Service Units in a common view. This view enables transparency for the end consumers while allowing for common Data Governance. In addition, allows for simplified extraction and presentation of data.

• Managed the project to provide a business/technical solution for the enterprise-wide software application management and consulting services to support the Topaz healthcare solution product.

• Managed the Corporate Initiative tasked with improvements to address issues associated with data formats, transmissions, and source of relevant data. Key project goals included: o Single data format for data transmissions.o Transmitting accumulator data on a "near" real-time basis.o Reduce inefficiencies (timeliness, accuracy, error generation, administrative costs).o Improve operational efficiency with respect to data exchange.• Resolved customer's complex technical issues, coordinating marketing efforts involving NASCO products/services and leading request for proposal activities at a given customer site.• Advocated for and educate others on NASCO products and services.• Served as a strategic contact among Plan Marketing, Plan Operations Management, NASCO and Plan technical vendors, and NASCO executive personnel.• Assisted the Executive Director of Client Delivery to ensure the Plan/NASCO contract is followed while also meeting NASCO's and the customer’s business goals.• Communicated to the Executive Director of Client Delivery regarding status of customer initiatives and satisfaction.

• Managed the effort to upgrade the web user interface application that supported the real-time exchange of claims transactions and exceptions management documents for inter-plan business, while also supporting real-time collaboration and real-time messaging.• Lead the team that created a ‘shopping tool’ allowing members to obtain information on total costs for common elective and discretionary, high cost and high-volume healthcare services.

• Project Manager for the project to meet federal requirement to pay clean claim transactions from all network pharmacies within 14 calendar days. The project also accounted for interest and penalties for all transactions paid late. o Areas impacted with PM coordination: Argus internal batch processing scheduling Client Services Customers payment schedule Accounts Receivable Accounts Payable Vendor printing and mailing services Customer portal Claims/transactions adjudication• Implemented a project to address the use of data received from First Data Bank (the main drug pricing source) about drugs that may interact with one another in order to be compliant with the industry standards and to help make decisions for patient safety.• Managed a multi-year project to provide automated customer level accounting mechanism to correctly reconcile funds back to/from customers that participated in the Argus consolidated network. The project provided necessary audit trail of funds appropriation to ensure SAS70 compliance. Reduced on-going research and manual identification of funds that needed to be returned to customers. • Completed large scale projects including federal (CMS) and state mandated compliance, pricing adjustment and correction, and data warehousing for drug information to enhance patient history and health.• Led team in analyzing department processes, procedures, reporting and responsibilities. Based on the information, the department and individual roles were redefined. Improvements such as streamlining and automating customer reporting decreased the number of reports needed, and increased time available to meet customers’ needs.• Worked as a member of DST project team to implement a Project Management curriculum in Lee A. Tolbert Middle School. This was one of the first schools in the U.S. to implement a Project Management curriculum and educate students on a career in Project Management.

Managed property renovation projects from identification of property for bid thru the completion of interior and exterior renovationCreated documentation for bid submission to various Agencies (HUD and Bank Owned) following specific regulations, guidelines and proceduresCreated and maintain Project Plans, including labor and effort schedules for each property under renovationVendor Management responsibilities included inspection of Vendor's services, contract management and quality control

Managed a team of 50+ resources, providing contracted services to Associated Wholesale Grocers (AWG)Acted as a liaison to build relationships between the Client (AWG) and LMS Evaluated existing site management teams, instituted management training and process improvement based on the findings at each siteDirected project to develop New Site Management Training Program for start-up contract sites This project included identifying the Training requirements for a new site start-up, creating the Training Materials, selecting the management team and implementing the New-Site Training Managed project to implement and train LMS Staff on Tracking Software Application Responsible for creating the plan to implement the new software including the schedule for roll out and user training

Managed Warehouse Operations with a staff of 25 Warehouse Redesign Project- Managed project that included the evaluation of the current state of warehouse operations, development of the requirements for the new warehouse layout and implementation of the recommendationCycle Counting Implementation Project - Managed project to developed a procedure to evaluate the current inventory process, once implemented, inventory accuracy increased from 55% to 99.6%

• Managed Customer Service/ Estimating department with a staff of 10 resources• Manufacturing Facility Relocation Project - Lead Project to move the manufacturing plant to new location • Managed Project to analyze the Customer Service department processes, procedures and responsibilities• Managed project to evaluate the departments computer (hardware and software) needs, created proposal and recommendation to Management • Led the development of departmental procedures and the use of Kaizen events to improve productivity and increase customer satisfaction