For a global manufacturing company – Change Management: data and analytics lead support to ensure a successful global greenfield enterprise resource planning implementation. Provide data analysis and reporting of complex, interdependent change management data across workstreams. Reports development including dashboards meeting the needs diverse program and enterprise stakeholder groups providing a holistic overall change impact. Develop program participants surveys, interpret results, and provide improvement recommendations. Provide coaching and advise on data and reporting solutions across the program.

Achievements:
•Consistently met or exceeded planned annual savings through efficiency, automation, and global staffing.
•Improved cycle time by over 25% achieving the best cycle time in the operation's history through root cause analysis, model development, and implementation of daily metrics for a business critical, customer facing process.
•Effectively stood up and managed Appeals and Grievances operations for a new line of business.
•Successful global system implementation of a new workflow management tool for two different operational departments. Project management of full life cycle implementation including building requirements, cost benefit analysis, mitigating previous implementations lesson learnt (training, communication, reporting, documentation, resources), transition plan development, metric and reporting design, and implementation roll-out.
•Completed the UnitedHealth Group Emerging Leader Program – a selective program developing high-potential, high performing lead

For a power generation company (multi-national, Fortune Global 100 company) – Six Sigma Project: Led and completed plant invoicing process project at several overseas locations, created a replicable process ensuring accurate and timely billing (eliminating monthly discrepancies averaging US$1 million) and implementing internal controls including calculation validations and segregation of duties.
•For a distribution company (private equity owned) – Process Improvement: Focused on two sections of their end-to end process, identified operational throughput improvement opportunities of over 50% identified with limited capital expenditure required and DSO improvements of over 50% identified leading to a direct Working Capital impact.

Led 15 people across corporate head office, logistics base and mine site. Monitored and met operational annual budget responsibility (US$3 million). Achievements:
•Developed new annual planning process including budgets, cascaded department planning, and periodic reviews.
•Implemented Lean Awareness hands-on training in two languages with over 500 employees attending on mine site, logistics base and in head office.
•Project manager – planning, coordination, planning and execution of global executive, study and project team visits including allocating limited resources to support business critical needs.
•Selected and attended Rio Tinto's Global Operational Leadership Forum.

Provided procurement, contract dispute resolution supporting of a cross border International Chamber of Commerce arbitration case and business analysis expertise to Simandou Iron Ore project.

Led 50 people in business improvement and warehousing at one mine and two port operations. Monitored and met
operational annual budget responsibility (US$10 million).
Achievements:
• Over US$30 million in cost avoidance initiatives locked in (US$25 million audited) including contractor rationalization.
• Revamped the sites’ lean deployment strategy: Through understanding and ‘road-test’ing the tools via project management and execution of lean tool implementation. Developed and implemented Lean Awareness hands on training with over 600 front line and support staff attending across the three sites.

Site based role, reported to centralized services general manager and dotted line reporting to business unit's site general managers. Led 30 people across two aluminum smelters in Australia and New Zealand, on operations management team at both sites, actively promoted safety, managed procurement services (Purchasing, Sourcing and Warehousing), and monitored and met operational annual budgets responsibility (US$5 million). Led disposals project across five sites. Achievements:
•Annual Value Delivery (over US$7 million).) – Over 28% above plan at both New Zealand and Australian sites.
•Lean rolled out in New Zealand site's procurement area. Warehouse 5S areas singled out as best in class.
•Passed the first ever SOX audit in Purchasing and Warehousing at Australian site.

Achievements:
• Global SAP implementation consulting services: Project manager of competitive sourcing project (US$50 million, multiyear contract) for a global SAP implementation project with international delivery modes, resulting in the appointment of onshore and offshore vendor panel including an emerging market component.

Analyzed the cost of new benefit programs, changes to existing programs and contribution forecasts using asset modeling. Programmed pension and retiree health benefit valuations in various systems, including testing and converting client cases from one valuation system to another. Calculated annual liabilities, expense and disclosure information for qualified and non-qualified pension plans and retiree health benefit plans. Developed benefit calculation programs for external client use.

Prepared synopsis/solicitation documents for various requirements including commercial off the shelf (COTS) items and technical support (Task Order). Performed in-depth cost and price analysis on contractors' proposals. Negotiated and awarded contracts and/or contract modifications. Administered the terms and conditions of contracts. Provided support to Contracting Officers.