Key Engagements

Financial Services
    • For a Financial Services Company ($8.5B revenue), expanded IT shared services and organizational capabilities to in-source marketing campaigns worth $300M annually; improved campaigns’ effectiveness and eliminated $4.2M annual vendor expense
    • For a Financial Services Company ($8.5B revenue), led a core team of 15 managers to launch a new loan product that exceeded estimated annual revenue of $100 MM. Extended project team included over 150 team members and vendor/partners in a globally matrixed environment. Engaged business leaders, ensured cross-department sponsorship, participation and accountability to ensure success. Developed an integrated business-IT-vendor plan; collaborated with project managers to execute, monitor and control the plan, and assess and resolve project issues and risks. Developed process, testing and success metrics used for project control, process improvement and reporting
    • For a Regional Bank ($1B revenue), provided thought leadership for the organization and staffing of a process improvement team and its re-engineering methodology to improve the company’s efficiency ratio. Created a central database for the management of process re-design artifacts, key performance metrics and executive reporting
Government Sponsored Health Care
    • For a Government-sponsored Health Plan Company ($1.6B revenue), redesigned the application intake process to improve quality and throughput, and reduce waste. Formed and led the Operations Compliance team to successfully remove company from non-compliance status through root cause analysis and implementation of systems and process modifications
    • For a Government-sponsored Health Plan Company ($1.6B revenue), identified and managed departmental impacts from a migration to QNXT. Provided PM and IT expertise to vendor & PMO on systems configuration and implementation. Prepared organization for future state through gap/risk analysis and planning, process redesign and staffing. Identified operational metrics and managed the development of an executive dashboard. Managed projects to remediate policies, procedures, work instructions, call scripts and workflows to be compliant with regulatory guidelines
    • For a not-for-profit Government-sponsored Health Plan ($10.5B revenue), developed, implemented and aligned an SDLC with vendor’s 8 week release cycle to analyze, remediate, test and deploy vendor service packs and related custom developed components. Automated processes, created cost model, annualized budget and developed staffing requirements
    • For a not-for-profit Government-sponsored Health Plan ($1B revenue), developed, .Net capability, improved operational efficiency and increased productivity and quality by implementing best industry practices and standards. Formed a .Net center of excellence and managed the transition to Trizetto Facets. Developed team synergy and aligned department with corporate technology direction
    • For a Government-sponsored Health Plan Company ($9.5B revenue), identified sources of customer satisfaction and dissatisfaction. Created an end-to-end customer touch point map and identified departmental/customer impacts. Analyzed 15+ diverse types of data and synthesized key customer retention/loss themes. Prioritized improvement opportunities and created long-term plan.
Clinical Services/Pharmaceuticals
    • For a Clinical Services Company ($1B revenue), conducted subject matter expert interviews nationally and internationally; identified and correlated clinical trial, supply chain and logistics Program Management (PM) process gaps to customer experiences. Identified best shareable PM practices, IT/IS and organizational needs, and recommended changes
Commercial Health Care
    • For a Commercial Healthcare Insurance Company ($12.2B revenue), developed a project management office and project management methodology. Standardized project management processes and templates to ensure predictable and repeatable project results. Partnered with business sponsors and led project teams in all project phases; identified stakeholders/customers, conducted impact analyses, assessed risk, planned, executed and monitored accordingly
    • For a Commercial Healthcare Insurance Company ($6.1B revenue), implemented a Coordination of Benefits (COB) oversight program. Re-aligned policies and procedures with the Centers for Medicare & Medicaid Services (CMS) regulations; created a COB enterprise workflow. Managed compliance initiatives to effect correct claim payments to increase cost avoidance and facilitate recoveries. Increased effectiveness of data sharing with CMS and developed reconciliation and error resolution processes that improved data quality
Commercial Insurance
    • For a Commercial Property and Casualty Insurance Company ($17.9B revenue), provided leadership and crisis management to recover a failed project for a $170MM business. Determined root causes of failures and implemented stop-gap business procedures and underwriters’ job-aids. Collaborated with project sponsor to develop and defend a business case for additional project funds. Created an RFP and managed the RFP process; selected outsourcing partner and negotiated favorable contract. Planned, executed and implemented new solution