Strada Education - Project Manager for an Enterprise CRM Initiative

Indiana Department of Revenue - Operational Metrics Project Manager.

Joy's House Adult Day Care Center - Chair for Financial Sustainability Committee

Achievement Network - Lead Consultant for a Salesforce Optimization project

My responsibilities included streamlining and optimizing strategic business processes throughout the organization to enable achievement of company goals. I was the leader of company-wide methods for implementing transformational change. I developed, mentored, motivated, and coached Process Excellence team members in the analysis, design, and implementation of organizational change resulting in over $40M annually in additional revenue and reduced costs.

I supported multiple clients including Indiana University (IU) Sleep Labs, Harrison College, USIC Utility Locating Services, IU Health Community Benefits, and others. My key achievements include improvements to billing and financial reporting processes that decreased monthly reporting turnaround time by 75% and reduced revenue miscalculations by over 80%, and designing a centralized Sleep lab process that increased lab utilization by 250% and improved direct margin by $864K annually.

I managed the delivery of over 50 Lean, Six Sigma, and Continuous Improvement projects that resulted in more than $9M in benefits. My key achievements included developing a new customer care process that increased revenue by $1M annually, reducing errors in a contract process that increased revenues by $500K annually, streamlining the security installation process to reduce turnaround time by 75%, and automating a customer incentive process that reduced costs by 40% per customer.

I supported multiple clients including Salle Mae, Marion Country Justice Agency, Marion County Court System, State of Indiana Voter Registration System, Eli Lilly & Co., Covance, and others. My key achievements include redesigning 16 processes across multiple business units that resulted in over $10M in savings, and recommending improvements to clinical trial ordering processes that reduced turnaround time by 50% and decreased costs by 25%.