Deliver Program Management Leadership for the execution of large internal transformations as part of the PMO structure or driving individual projects two examples:

(1) TK Elevator Transformation Program Manager that Sales and Production launched the North America EOX elevator platform to address a gap in the Low and Mid-Rise construction market.
(2) Head of UPS Transformation Excellence who implemented best practices for program management, change management and process improvement methodologies utilized to identify opportunities, set targets, eliminate roadblocks, and ensure financial and operating objectives of the UPS Transformation Office were achieved.

Spearhead and drive process improvements within an organization.

(1) Streamlined the BJ’s Wholesale Club End-to-End Promotions process by identifying 10% corporate wide merchandiser FTE inefficiency.
(2) Standardized the Wells Fargo Marketing material, Legal, Risk and Compliance review process across 19 business lines.

Managed 22 direct and indirect reports focused on deploying Project Management and Lean Six Sigma across Shared Services and Information Technology. Program delivered $72.5M in financial impact over a five-year period. Engaged 1500 employees across IT (Production Support) and Shared Services (Finance, Human Resource, Accounts Payable, Travel, Facilities Management and User Experience services). Leadership of specific projects within the portfolio included the following:
• Delivered 20% customer satisfaction improvement through execution of Procure-to-Pay process workshop utilizing Customer Journey Mapping.
• Redesigned European payroll operating model to deliver $3M in annualized savings through re-distribution of workload between Finance and Human Resources teams.
• Led IT infrastructure procurement initiative to re-bid outsourced services saving $8.6M annually.

Implemented Operational Excellence program to stabilize the organization after an HR transformation introducing Strategic Business Partner, Centers of Excellence and Shared Services operating model.
• Delivered $15M in project financial impact within Human Resources organization.
• Developed service delivery metrics to analyze Human Resource service utilization and performance for the Tiered service model inclusive of internal website (Tier 0), call center (Tier I) and Tier II support services.
• Implemented Six Sigma initiative to re-design Equity payment process eliminating a penalty being imposed by governments for trailing tax liabilities. Changes resulted in $3.2M savings.

Drove adoption of Operational Excellence program within the North and South American company owned and franchise bottling organizations.
• Implemented Operational Excellence model with Bottler CEO and Vice Presidents of Supply Chain, saving $28.9M in first year of implementations. Drove adoption of the Operational Excellence Model with 13 Mexican bottlers.
• Trained and mentored Lean and Six Sigma project at bottlers leading to line efficiency improvements, picking productivity, logistics/warehouse workflow, load utilization and yield improvement efforts.
• Completed Inventory Analysis Value stream map between 2 production locations to optimize inventory to fill a Hurricane relief order. Identified inventory tradeoffs allowing for $3.1M in external warehouse rent to ensure water delivery.
• Developed the Lean Diagnostic for Manufacturing, Logistics, Warehousing, and Commercial components of the end-to-end Supply Chain. Savings ranged from 3% to 5% of annualized cost.

Mentored 94 black belts that delivered 224 projects. Delivered $99M in hard savings over a three-year accounting period. Additionally, delivered $44M in cost avoidance.
• Implemented cam cover design strategy through Design of Experiments to optimize noise abatement, fuel efficiency and quality standards. New designs allowed for $32M in cost savings.