TECHNOLOGY/OPERATIONS EXECUTIVE
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Information & Technology * Strategic & Operational Planning * Cultural Change Management
Creative and results-driven management executive with over 20 years of hands on domestic and international experience in change management, operations reengineering, IT, and relationship management. Proven ability to address and resolve complex business, organizational, and alignment issues while managing cultural change and enhancing business practices that result in consistency, improved business and employee relationships, and increased productivity. Willing to relocate.
VALUE OFFERED
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* Accomplished leader and project manager with proven track record to build focused, highly energized, and productive teams that support strategic and tactical plans to meet corporate objectives
* Proficient in developing and directing reengineering projects to improve overall performance and operational efficiencies to achieve growth while remaining within budget
* Highly skilled in back office operations management, application development, and leading organizational transformation projects to improve productivity while delivering optimal results to clients
* Expert in building solid domestic and international business relationships and collaborating with executive personnel of diverse industry leaders including financial services, healthcare, technology, and customer service
CAREER EXPERIENCE
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BUSINESS CONSULTING, Greater Philadelphia Area, 6/2004 Present
Provide consulting services to start up companies and small businesses, including business plans, financial projections, loan packaging, marketing strategies, pricing models, operational process engineering, accounting system set-up, service provider selection and contract negotiation, ERP system configuration/integration and website design and implementation.
JPMORGAN CHASE, Newark, Delaware, 5/2000 6/2004
(Premier Global Finance & Investment Management Firm)
VICE PRESIDENT Corporate Sector Technology, 11/2002 6/2004
Developed and directed program office for the global technology organization, upgrading and standardizing program and project management methods across merged technology units. Instituted project portfolio management practices, client engagement models, project inventories, and budget categorization for this multi-million dollar organization. Provided sound leadership to a technology community of 1,100 members and supported principal management leaders.
VICE PRESIDENT CBS Technology, 3/2001 11/2002
Oversaw multiple constituencies worldwide and established cross-organization affiliation groups to increase professional standards for technology communities and IT professionals. Devised win/win strategies with virtual cross-organizational teams to continually improve processes and productivity through shared best practices. Directed and supported 5 Chief Technology Officers (CTO), overseeing assignments of 65 technologists and led multiple technology communities, which included 950 total members.
VICE PRESIDENT Delaware Shared Services, 5/2000 3/2001
Developed and managed strategic planning, risk management, quality, and cross-organizational initiatives for this 310-person shared services technology business unit. Improved partnerships among project teams and internal customer groups to reach maximum performance and business alignment to achieve targeted goals. Provided leadership and support to 7 CTOs managing duties of 310 technology professionals
NOTABLE ACCOMPLISHMENTS
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ACTIVE ROLE IN POSITIONING GROUP AS A WORLD-CLASS TECHNOLOGY ORGANIZATION AND REDUCING BASELINE COSTS NEARLY 23% ---
* Created a technology community, introducing 4 centers of excellence to increase professionalism, adopting industry standards, and formulating portfolio management practices
* Established business-case mindset among employees, supporting cultural change, and implementing model for strategic partnerships with business clients
UNITED 7 APPLICATION DEVELOPMENT (AD) TEAMS SERVICING DISTINCT CLIENT DIVISIONS TO OPERATE AS THE PIONEERING BUSINESS UNIT IN A SHARED SERVICES MODEL ---
* Collaborated with senior AD managers to integrate best shared practices, adopt Capability Maturity Model (CMM) standards, eliminate redundant functions, and to achieve synergies
* Results positioned business unit for company spin-off
CIGNA CORPORATION, Philadelphia, Pennsylvania, 4/1981 5/2000
(Leading Global HealthCare / Financial Service Provider)
DIRECTOR Systems (Property & Casualty), 7/1996 5/2000
Provided technology support to specialty insurance business units and associated field offices. Coordinated internal department, infrastructure team, and external vendor resources as well as managed relationship between business units and corporate systems groups. Assumed IT division project management role when hardware/software projects were outsourced to IBM Global Services (business divisions were acquired by ACE International in July 1999).
DIRECTOR Enterprise Integration (Group Insurance), 4/1995 7/1996
Led reengineering project teams in consolidating operations and technology systems of multiple merged entities. Managed project detailing system requirements, design, and request for proposals (RFP) distributed to health related claims system vendors.
DIRECTOR International Consulting, 9/1992 4/1995
Directed business consulting and reengineering projects for international operations, implementing structures, processes, and systems. Designed and coordinated implementation systems for expense management, sales, and marketing campaigns.
REGIONAL DIRECTOR South East Asia/Singapore (Customer Service/Systems), 9/1991 9/1992
Directed six international customer service operations, instilling process improvements and standard structures to support direct marketing and traditional sales organizations. Developed and implemented reengineered operation plans, complete with organizational structure, workflow, and technology specification to achieve corporate goal for a high-tech, customer-driven, and cost effective growth organization.
NOTABLE ACCOMPLISHMENTS
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ELIMINATED PRODUCTIVITY BARRIER DELAYING NEW SYSTEM DEVELOPMENT AND IMPLEMENTATION AFTER TWO UNSUCCESSFUL ATTEMPTS BY PREVIOUS SYSTEMS MANAGERS ---
* Confronted problem issue caused by outside hire of contracting vendor to build new system, bypassing internal systems organization of CIGNA
* Reviewed individual complaints, consulted with parties involved, and convinced internal systems to ease regulations to accommodate business clients while maintaining integrity of critical systems requirements
* Established positive relationships among parties and successfully implemented new system within project deadline and transitioned project to an in-house technical team
ENABLED WORKGROUPS THROUGHOUT THE UNITED STATES TO IMMEDIATELY ACCESS INSURANCE POLICY FILES FROM A CENTRALIZED UNIT, DRASTICALLY DECREASING CLIENT SERVICE TURNAROUND TIME AND REDUCING FILE STORAGE COSTS OVER 20% ---
* Coordinated and launched introduction of imaging and document management technology as an integrated component of a client/server application
* Selected vendor through RFP process, oversaw file conversion, architecture/installation, and provided training to branch office professionals
SIGNIFICANTLY REDUCED BASELINE OPERATING COSTS AND STANDARDIZED BUSINESS PROCESSES THROUGHOUT UK PROPERTY & CASUALTY BRANCH NETWORK OPERATIONS BY STREAMLINING FULL SERVICE FUNCTIONS AND EMPOWERING LOWER LEVEL EMPLOYEES ---
* Led local teams (senior underwriting, claims, and human resources managers) through analysis of current operations, processes, and brainstorming sessions, determining best practices to enhance field office service productivity
* Presented process change and modernized approaches resulting from findings to senior management, gained approval to change service processes, and facilitated an interactive underwriting desktop system
INCREASED PRODUCTIVITY/CAPACITY WITHOUT INCREASING HEADCOUNT WHILE SOUTH EAST ASIA EXPERIENCED AN 80% BUSINESS GROWTH WITHIN 12 MONTHS ---
* Reengineered sales and service operations for entire region (6 countries) complete with technology design
* Led operations and technology teams that implemented an active client server system to meet corporate objective of managing aggressive growth while maintaining staff level
EARLIER POSITIONS
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CIGNA SYSTEMS, Philadelphia, Pennsylvania
DIRECTOR Financial Systems (Property & Casualty), 1988 1991
MANAGER International Field Consulting (Systems), 1985 1988
MANAGER U.S. International Operations (Property & Casualty), 1982 1985
SENIOR ACCOUNTANT Property & Casualty, 1981 1982
SPEAKING ENGAGEMENTS
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JPMORGAN CHASE
* IN-PERSON GROUPS & GLOBAL WEBCASTS Group Size Average 350
Project Management Excellence (2004); Onsite and Webcast All-Hands Meetings Discussion Topics: Cultural Change Management, Cross-Training, Best Business Practices, Company Policies & Standards, and Organizational Identity (2000, 2001, 2002, 2003, 2004); Women in Technology (2001)
CAREER DEVELOPMENT
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JPMORGAN CHASE SEMINARS:
* Cultural Change; Virtual Team Management 2003
* Diversity: The Power of Small; Six Sigma Sponsorship 2002
* Senior Management Mentorship 2001
EDUCATION
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DREXEL UNIVERSITY Philadelphia, Pennsylvania
MBA Manpower Management, 1984
WHARTON SCHOOL, UNIVERSITY OF PENNSYLVANIA Philadelphia, Pennsylvania
BBA Accounting / Management, 1980 |
