Centene is a Global Top 60 firm in the health insurance industry. The Change Management function at Centene is called Stakeholder Engagement and is embedded in the Business Technology Team. I engaged with the Web & Mobile team on the following initiatives:
• Change management for Medicare portal update affecting the login process for approximately 150,000 users. Led activities surrounding member awareness building and education. Call center representative awareness building, training, white glove support, and metrics identification and collection.
• Change management for Telephony Modernization program including IVR, Chatbot, and Callback workstreams.
• Change management associated with the implementation of new patient claims attachments functionality in the provider portal.
• An internal department project - the creation and implementation of a change management template for Stakeholder Liaisons to utilize in their work.

Kerkering Barberio is a regional accounting firm in Florida. I was hired to help improve project management processes and tools and overall assist with the firm's efforts to create more rigor around project management. I developed a project management workbook that their non-PMP team members could use to organize their projects with. I presented live trainings to their team and delivered recorded trainings for later use.

LBMC is a Top 50 Accounting firm. As the Director of Change Management, I held dual responsibilities around project and change management. Projects I worked on from a project and change management perspective include:
• Migration of the firm's ERP. My responsibility on this project involved understanding current firm processes surrounding client project management module to recommend and develop processes in the new ERP. I worked closely with other members of the project team to create a training strategy. My team was responsible for the go-forward development of this tool inside the firm.
• Multiple upgrades of CaseWare, the Audit team’s workflow tool with consistent reduction of service desk tickets.
• Close collaboration with the Tax dept on the implementation of Tax Caddy, a client facing tool.
• Implementation of a CRM tool – Introhive – for use across the sales organization.

Brookdale is a leading provider of senior housing. As a Director in Brookdale's Transformation Office, I led strategic cross-functional projects. I was responsible for developing and promoting standard project management tools and processes within the organization. I also worked closely with IT and other departments on project intake, selection, and prioritization efforts.

From 2016-2018, I led an 18-month project management effort to implement an electronic medication administration (eMAR) system in 850 of Brookdale's assisted living and memory care facilities. This effort included the management of a 20-member project team with an $8M budget. Responsibilities included project planning; budget creation and tracking; internal and external communications; and reporting to a variety of executive stakeholders throughout the organization. I worked closely with clinical, IT, telecommunications, communications, learning and development, and operations teams as well as external vendors.

Led and participated in strategic projects involving multiple departments and teams. Major projects included:
• Pilot for project listed above in 13 facilities. The success of this implementation was key to my promotion and position of project manager for the full company rollout.
• Participated as the IT project manager in the implementation of electronic health records (EHR) in Brookdale's skilled nursing facilities. Managed all aspects of IT hardware deployments. Worked closely with external vendors to establish SOWs and coordinate installations of hardware at facilities.
• Managed operational transitions on divestiture projects. Ensured that cross functional teams effectively transitioned operations, often with time-sensitive deadlines, to new managers. Initiated, planned, and implemented process improvements.