Objective & Profile
An accomplished, high-energy Leader seeking a senior position driving strategically-aligned, integrated change to the people, process and technology aspects of the business, improving customer satisfaction and growth, reducing cost, improving product and service quality, and increasing employee efficiency and retention. Consistently innovative, with a track record of introducing tools and methods leading to improved operational productivity and quality of outcomes. A decisive, open-minded and committed team player who constantly demonstrates the ability to have impact, regardless of industry and role. Key roles and attributes include:
- Strong integration lead for all aspects of end-to-end process change (strategy, systems, data, work flow, business rules and organization), influencing key stakeholders, aligning IT and Business resources, and improving execution and outcomes of company-critical programs and projects.
- Visionary at identifying and implementing new methods and technologies leading to game-changing improvements to products, services and operations. Hands-on technology experience and deep understanding of software development and testing tools, methods and best practices.
- Strong team player and leader with durable business skills and solid intuition, a lifelong learner with excellent interpersonal skills, flawless follow-through, and transparent, authentic management style. Highly successful at building sustainable bridges between different business units and departments, including Business and IT silos.
Professional Experience
Business Change Consultant, West Bloomfield, MI Aug 2011-present
Senior Management Consultant
Playing key leadership role for a highly-capitalized Financial Services startup delivering an innovative, first-of-its-kind business-to-business short-sale solution.
- Leading definition of end-to-end business processes, business and functional requirements, business rules, and providing critical support for creation of procedure and training documents. Responsible for documenting regulatory and compliance impacts and controls, process management and maintenance routines, and process and system testing scenarios and methodology.
Bank of America / Countrywide Financial, Charlotte, North Carolina Feb 2007-July 2011
Bank of America Home Loans Division, Troy, MI June 2009-July 2011
Senior Vice President, Process Manager & Initiative Governance Lead
Bank of America Home Loans generated $10.6B in revenue during 2010, with about 6,600 employees in the fulfillment (Set up to Closing) function at year end.
Maintained full responsibility for portfolio management, initiative governance, and process management including coordination with Risk and Compliance, technology, finance and other shared-services partners such as training, procedures and communications. Created business process repository containing continuously refreshed documentation of end-to-end processes, business rules, and controls to support internal and external audits and SOX compliance.
- Key member of Bank of America’s (BAC) Transition team supporting the integration of two large, mature mortgage divisions as a result of an acquisition of Countrywide Financial Corp. (CFC) by BAC, engaging from initial assessment through completion of deployment of the merged, end-to-end loan fulfillment (Setup, Underwriting, Processing and Closing) process.
- Played strong leadership role in design and deployment of the processes used by mortgage fulfillment operations at Bank of America Corp upon acquisition of Countrywide, which was formalized in June 2009.
- Responsible for design and implementation of governance processes and tools to ensure disciplined management of changes to fulfillment business processes, procedures, systems and applications following deployment of merged BAC-CFC operations.
- Led strategic portfolio reprioritization efforts addressing budget challenges and strategic redirection, presenting analyses and options that facilitated rapid executive leadership decision making; led definition of candidates for 2012 strategic portfolio.
- Deployed a "Change Calendar" giving executive and line management visibility into all planned changes impacting fulfillment processes, enabling Operations management to accurately forecast the aggregate impact of changes on front-line associates, enabling improved ability to reprioritize projects and control associates’ ability to absorb and integrate change.
- Introduced business process simulation to Bank of America Home Loans. Developed a simple, innovative solution for managing volume surges that delivers a 75% cost reduction compared with traditional solutions.
- Led team of seven associates, emphasizing collaboration, management by fact, root-cause problem solving, and out-of-the-box thinking.
Countrywide Financial, Full Spectrum Lending Division, Pasadena, CA Deb 2007-June 2009
SVP, Process Engineering and Program Management
Full Spectrum Lending’s 2006 loan production was $35B with 8,800 employees (reporting 2006 figures because of rapid changes occurring during 2007 due to the mortgage downturn)
Drove execution and outcomes of all change initiatives for the division, introduced a Program Management Office (PMO), and enhanced the tools and discipline for process improvement and process re-engineering.
- During 2007 mortgage downturn led re-engineering of CFC’s Full Spectrum Lending division’s loan origination process, enabling the successful move from an 85% subprime focus to 100% prime focus in 10 weeks from concept to nation-wide deployment.
- Leadership for re-engineering was provided from a clean white board redesign session through implementation and post-implementation monitoring and adjustment. Labor cost per loan was reduced 40-50% four months after launch and cycle times of 16 days were achieved.
- Created and managed CFC’s business process repository containing documentation of end-to-end processes and business rules.
- Led team of six associates, delivering strong coaching and mentoring.
ACN, Inc., Farmington Hills, MI May 2004-Jan 2007
Director of Global Business Process Management
ACN is a global Telecommunications services provider with $500MM/year revenue and 2,000 employees (2006) with offices in North America, Europe and Asia-Pacific.
Moved ACN from an entrepreneurial, siloed culture to a process-oriented, change-receptive organization. Improved both top- and bottom-line performance and the rate of successful customer outcomes. Played a critical role in aligning IT and Business through a fact-based view of the business processes and technology architecture, introduction of a common language, and thoughtful yet rapid analysis of operational data.
- Led design activities for the core processes that enabled introduction of Voice over IP (VoIP) as a critical new product offering, including provisioning processes as well as reverse-logistics and other processes new to ACN.
- Managed virtual global team of 20+ members.
CIGNA HealthCare, Bloomfield, CT 2000-2004
CIGNA HealthCare generated $12.1B of a total of $18B in CIGNA Corp. revenues in 2004; CIGNA Corp.had a total of 28,600 employees at year end 2004.
Assistant Vice President, Business Solution Leader 2002-2004
Provided focused leadership of multiple teams composed of business and IT staff that ensured the success of large-scale projects, drove significant improvements to the overall Project Life Cycle, and produced measurable benefits for the business in reduced end-to-end operating costs and improved operating efficiency and accuracy.
- Led over 100 business and technology team members to achieve compliance with HIPAA legislation on time and below budget for CIGNA HealthCare.
- Achieved a $12MM/year reduction in operating costs at CIGNA HealthCare by applying root-cause, claim-level analysis to eliminate the backlogs in insurance claim processing.
- Led project yielding increased claim-overpayment recoveries by $750K in a six-month period.
Assistant Vice President, Process Excellence Leader 2000-2002
Established and led CIGNA’s enterprise-wide Process Excellence practice, with a $1.2M budget and six direct reports. Successfully drove organization’s adoption of an end-to-end business-process focused methodology. Played a key role in enabling successful outcomes of an $840M enterprise-wide business process re-engineering effort.
United Technologies Corporation, Hartford, CT 1984-2000
Program Management Office Leader, United Technologies Research Center 1998-2000
United Technologies Corporation (UTC) is a global technology R&D and manufacturing company that generated $26.6B in revenues in 2000 from its Otis, Carrier, Pratt & Whitney and Flight Systems segments with 153,800 employees total.
Formulated strategy and marketing plan for, and led launch of, a UTC PMO that developed innovative technology and process solutions resulting in increased product quality and reduced time-to-market for multiple global UTC Business Units, and strengthened positions in at-risk market segments.
- Identified and remedied enterprise-wide weaknesses in end-to-end product development processes and tools, enabling reduced development time and improved product quality.
- Identified and drove adoption of new third-party software that enabled United Technology Corporation’s (UTC) Pratt and Whitney Aircraft division to develop a radically new turbine blade design not possible with traditional design techniques.
- First inventor on two patents for a simple, low-cost, highly effective fan and compressor casing treatment that delivers significant stall-margin improvements, noise reduction and potential for reduced fuel consumption.
Professional Certifications and Development, and Other Relevant Skills and Knowledge
- Business Process Management Professional Certification
- Six Sigma Green Belt Certification
Other Skills & Knowledge: Project and Program Management, Facilitation, Lean, Six-Sigma and Value-Chain methodologies, Business Process Management Systems, Financial Audit and Controls for Processes, Analytical Problem Solving and Root-Cause Analysis, Outside-In and Rummler-Brache Process Improvement Methodologies, Business Process Simulation, ARIS toolset.
Education
MBA, Strategy and Management of Technology, Rensselaer Polytechnic Institute, Lally Business School, Hartford, CT
Ph.D., Aerospace Engineering and Engineering Mechanics (ASEEM), University of Cincinnati, Cincinnati, OH
MS and BS (Magna cum Laude), ASEEM, University of Cincinnati, Cincinnati, OH |
