CLIENT: UMASS MEDICAL CENTER AND SCHOOL, WORCHESTER, MA FEBRUARY 2009 - APRIL 2014
• Designed and facilitated Strategic Planning Workshops for the Department of Surgery and its individual Divisions, addressing critical gaps and forming Action Planning Teams to drive significant improvements in efficiency and productivity across key areas including operating room operations, scheduling, and insurance reimbursements.
• Partnered with the Department Chair and Division Chiefs to enhance team alignment and performance through Myers-Briggs assessments, fostering an understanding of individual differences and implementing processes to reinforce desired behaviors.
• Provided ongoing coaching with the Department Chair and conducted follow-up workshops at six-month intervals to evaluate progress, refine strategies, and integrate lessons learned.
• Guided the Chair through leadership transitions at UMass, supporting his collaboration with the new executive team to identify strategic initiative

• Established and managed a comprehensive recruiting framework for a top-tier management consulting firm, devising innovative strategies to identify, onboard, and retain senior-level independent consultants.
• Played a pivotal role in recruiting and aligning top talent with the firm's unique needs while fostering the Expressworks culture and experience.
• Cultivated enduring relationships with consultants to keep them engaged for future opportunities and collaborated closely with account leads to match consultant expertise with client requirements for optimal success.
• Spearheaded impactful initiatives, such as a mentoring program for new consultants, a career readiness matrix for growth, and a Community of Learning process to enhance internal capabilities

• Contributed, as a key member of the executive team, to achieving a successful, comprehensive business turnaround.
• Designed and establish a new organizational culture that integrated people, technology and business processes, effectively managing change throughout the company.
• Led cross-functional teams to define goals, roles and procedures for critical business operations including the implementation of a new Product Development Process.
• Played a pivotal role in the company's due diligence and selection process during its sale, leading the development and implementation of a comprehensive change management strategy to ensure a seamless organizational transition. Delivered continuous support to employees throughout the process, fostering clarity and stability.

Client: Amira Medical, Scotts Valley, CA June 2001 - January 2002
• Collaborated with the executive team of this medical device company to become more competitive in their industry by reinventing their culture and aligning their people and processes with their technology strategy.
• Led cross functional teams to define a more customer-focused design and development strategy and process for their product which were meters for diabetic patients. Client: Hello Direct, Inc June 1997 - November 1998
• Collaborated with the newly appointed CEO and his team to establish a transformative culture, seamlessly integrating people, technology and business processes to drive organizational change and restore profitability.

• Designed and established a comprehensive HR function and spearheaded all organizational development initiatives for a company specializing in biopharmaceuticals to treat cancer and degenerative diseases.
• Led the executive team in shaping the company culture and implementing systems and processes for transitioning from pre-IPO to a profitable, sustainable biopharmaceutical company.
• Defined the strategy and managed the change through the IPO transition process.

• Guided the executive team in defining the US Sales & Marketing organization's vision, mission, and values and key processes during the pivotal transition as Naprosyn, the company's top revenue generating product approached patent expiration.
• Developed an impended a process design and continuous improvement strategy, enabling cross functional teams to re-engineer complex business processes for sustainable change.
• Led a cross-functional team to establish a process for creating marketing collateral that met regulatory approval upon FDA drug clearance, resulting in cost savings of millions of dollars.
• Member of the transition team that supported employees during the merger of Roche Pharmaceuticals and subsequent restructuring of Syntex. Post merger, collaborated with the newly
appointed President and operating committee to define the values and behaviors necessary for fostering a culture aligned with the new company mission, strategy and goals.

• Led the executive team to design and implement a Corporate Total Quality Strategy to create a customer focused culture to improve the performance of the organization and be more competitive in the distribution industry.
• Created the methodology and strategy for process re-engineering and trained the entire company in Total Quality principles and practices, then worked with quality improvement teams in 18 divisions to align goals, roles and processes.

• Managed the team responsible for organizational development, employee growth, and communications for the Space Systems Division that specialized in building weather and intelligence satellites.
• Partnered with the General Manager and his leadership team to design, execute and effectively communicate a strategy to realize Space System's vision of becoming "Clearly the Best" in the aerospace industry.
• Led a cross functional team of engineers and managers for the Space Station program, aligning values, goals, roles and processes to successfully lead their teams to meet an ambitious schedule.

• Led teams of senior Army officers and their staffs through the Army’s strategic management process to define, then cascade through all levels of the organization, goals, roles, processes during the transition from a draft Army to an all volunteer Army.
• Conducted several organizational assessments to identify issues and recommend improvements.
• Conducted transition workshops for all military and civilian leaders to minimize their transition time in new positions, making them effective quickly in their new positions.
• Worked with the Director of Quality for the Army Corps of Engineers to implement the first overseas Total Quality Management Process within the Department of Defense.