Vice President Assistant Vice President Resume Example

• Process Optimization & Innovation - Global Finance Shared Services Using Lean Six Sigma tools and practices worked to embed a culture of continuous improvement in Finance Global Shared Services.
• Established alignment between Sales Compensation and Field Services by facilitating consensus building work sessions designed to create transparency, lock down goals, scope, CTQ's required to set a Rapid Response Workshop up for success.
• Planned a facilitated work shop (based on Kaizen) between GSCO and FS; The dedicated event brought together process owners and SME's representing five initiatives owned by FGSS and GSCO to: 1) Build synergies and trusted alliances; 2) Identify and reduce waste in Goaling, Sales Credit, and Commission processes; 3) Secure a clear understanding of the hand-offs, wait times and re-work in the processes; 4) Brainstorm to solve for root and implement the change.
• Additional "Quick Wins" would be identified as an output of the workshop.
• Analyzed/prioritized project pipeline realigning to Rapid Response work session where possible, reducing pipeline by 45%.

• America's Sales Acceleration Program - Advanced Services Sales Advanced progress, increased visibility and maximized team performance of the Americas Sales Acceleration Program.
• Ensured strategic alignment, expectations, and roles and responsibilities were clearly defined and communicated.
• SFDC Implementation: Partnered with the TAS Group (Target Account Selling) and AS Sales Lead to develop the best strategy to roll out SFDC in the Americas and LatAm.
• Analyzed the benefits of Dealmaker; Worked with WWL, Change Managers and Communications Manager to develop Training (Americas); Rolled out Standardization; Forecasting; Campaign Management; participated in live training sessions; Created adoption board on the IWE Maintained alignment with the Change Managers, Communications Manager to ensure the communication plan, coaching plan, training plan, adoption plan and SFDC roll out schedule and vendor milestones were incorporated in the master plan.
• On demand" information housed on the Integrated Workforce Experience (IWE) page (metrics, project dashboards).
• Reviewed core processes, measurement systems; planned and prioritized projects based on exposure; resource availability and risk.
• Oversaw the development and launch of SFDC Phase I in Americas and LatAm.

Results: Increased internal efficiencies by streamlining processes and leveraging Salesforce.com to eliminate duplicate data tracking systems and reporting mechanisms.

• GSE Accounting Consolidation Project regulated by the Financial Accounting Standards Board & lead by Ernst & Young.
• Managed a team of Risk Management and Accounting professionals in the analysis and documentation of the current state financial close processes and the development of Business Requirements.
• Delivered Business Requirements Document & set of future state recommendations.

Partnered with finance to review core processes, measurement systems; Identified inefficiencies and made recommendations for process improvements. planned and prioritized projects based on exposure; resource availability and risk. Coached green belts through DMAIC projects, gateway and certification.Developed and shared best practices across the company, including Quick Value Events and Rapid Improvement Events.

Integrated best practices with process design to advance adoption operational excellence practicesand mindset of "Lean Thinking".

Coached 5 belts and project teams on how to use Lean Six Sigma principles and tools to solve process problems; Facilitated 4 Rapid Improvement events (Kaizen/Work Out) achieving $2.75M in savings and $3.6M in cost avoidance.

Developed and shared best practices across the company, including Work Out Events based on GE Model, Catalyst Labs, Presentation Skills, Lean Training.

• Strategic Initiatives Manager (Division consolidated into the St.
• Louis operations in 2006).
• Responsible for leading a national sales initiative to improve the quality of data, efficiency in sales processes and ease of doing business with the Warehouse Lending division of Citigroup.
• SFDC Planning, Mapping, Training and Launch.
• Partnered with technical and business teams to rationalize paper based sales reports, engaged SFDC; identified critical data points; mapped current state processes; BRD; Developed Training material, Partnered with SFDC to conduct training;.
• 750K savings delivered year implemented; $1.2 million annual savings year one by: 1) centralizing sales data management; 2) providing real time, analytical reporting capabilities; 3) eliminating paper reports and processing time.

• Information Security Awareness Program at a State Government Agency.
• Expanded policies to include risk mitigation, incident detection, training, business continuity, and disaster recovery.
• Facilitated cross-functional work sessions to analyze system architecture and identify data owners (Stewards).
• Delivered Current State Analysis, Gap Assessment, Data Dictionary and Phase II Roadmap.

• Merger & Integration Team supporting HP in the acquisition of Compaq Computer Corporation.
• Aligned with the Program Management Office, the scope of work and team deliverables included: change management, global communications, launch of the "New HP"; brand roll out; and "Day One Activities".

• Partnered with technology, statisticians and fair isaac to build predictive models to predict the default propensity of customers.
• Identifies and manages risks throughout the life cycle of the program.
• As part of managing risk, creates strategies for mitigation and contingency planning.

• Merger and Integrations PMO: Aligned to the Global Trade and Treasury organization during the merger between Bank of America and Nations Bank.
• Responsible for monitoring all GT&T projects with interdependencies across tracks and work streams of legacy and model bank.
• Participated in the daily project report outs, remained lock step with Executive Leadership of GT&T and responsible for reporting to Executive Committee weekly status of activities.
• Participated in the life consolidation of Money Transfer Platform as the two institutions reduced redundancy platforms from 6 to 4.
• Tracked incidence and activity through the war room hot line as each country around the world stopped currency, brought it back up on the new platform and balanced.