Select Projects

Startup Strategy and Brand Voice Development

Performed market analysis to determine best strategy for market entry

Coached executive team to solidify "Why," "How," and "What" statements for the firm.

Developed brand positioning statement and brand voice

Created marketing strategy and tactics playbook including editorial calendar and social media content development and timing

Designed website and composed affiliated content

Developed “pitch” materials and go to market package of services and offerings

Utilization Management Universal KPI Standardization and
Universal Dashboard Design

Performed market research for industry standard utilization management

Conducted interviews with key stakeholders to identify enterprise metrics

Change Management: Utilization Management Software Implementation

Determined the optimal roll out plan with minimal disruption to operations, based on product functionality and impact to operational staff for a large US healthcare payor. Created communication material, including change management material to prepare operational staff for the change and the impacts of it. Created the implementation playbook, focused on preparation/planning, execution, and post implementation activities. Created repeatable processes and frameworks for the client to leverage for future implementations. Provide implementation leadership and support and best practices. Developed phased rollout of Utilization Management Software across the clinical teams. Bridged the gap between the product (engineering) team and implementation team to ensure alignment. Drove day-to-day activities for the project team to ensure successful implementation. Led and supported teams during all phases of the implementation. 

S&OP Management: Global Channel Managment Scorecard

Led team which designed global channel management scoring system for a multinational medical technology firm. Conducted voice of the customer research with global leaders ranging from emerging markets to established economies. The scoring system designed by the team is currently being rolled out globally across the organization.

Process Improvement: Legal Aid Intake Process Redesign

CGLA provides both criminal and civil legal services, integrated with social work support, to individuals facing barriers stemming from an encounter with the criminal justice system. Consulting work focused on reducing the case evaluation process. By applying Lean principles and process controls, lead time was reduced by 66% resulting in a capacity increase of 72%.

Process Monitoring, Agile Implementation, and Change Management: Software Development Process Scoring and Redesign

Created a scoring system for software version delivery encompassing on time delivery, feature delivery, and quality. Idenified issues leading to process failures and implemented new agile/kanban project management workflow to combat those issues. Resulted in first on time delivery in 12 month period and dramatic increase in software quality.

M&A: Post-Aquisition Integration & Change Management

Managed the post-aquisition activities of Associated Options, Inc. with Liquidpoint (a/k/a Convergex Options Trading and Technology now part of Dash Financial Technologies) including but not limited to business system integration, client billing migration, human resources activies, vendor transitions.

Technology Integration & Process Improvement:
Integrated CRM Application and Data Retention Policy

Designed and implemented a bespoke comprehensive CRM application.  The implementation of that system allowed the operations team to focus on servicing the sales team rather than constantly shuffling paper and manually entering data. The sales team has been able to their administrative workload to operations which has allowed them to focus on revenue generating activities.  Concurrently, the improvement in data collection allowed for the elimination of ~$2,000/month in now unnecessary leased equipment and supplies.  Finally, the data collected by the integrated software has allowed for more strategic business development practices and accurate evaluation of promotional campaigns while also providing data to the proactive risk mitigation system described below.

Technology Integration: Proactive Risk Mitigation System

In the ever changing regulatory environment, it became apparent that the firm's records management and documentation procedures needed to be improved to remain operationally viable.  I designed a proactive risk documentation procedure which collects data on business anomalies and integrates with the firm CRM/Billing software.  Concurrently, I called for the digitization of select firm documents to reduce recall times from 5 days to instantaneous.  At the time these changes were proposed, I faced considerable resistance from key stakeholders which I fought to overcome.  This integrated data system has recently been described as "industry leading" by a compliance expert.

Process Management: Evaluation and Improvement

Engaged in a comprehensive business process evaluation to reclaim wasted time and energy.  Discovered a patchwork of inconsistent policies, unorganized procedures, and a complete lack of comprehensive operational planning. Significantly reduced complicated processes (e.g. reduced one daily activity from 32 steps to 1) by integrating technology in conjunction with elimination of unnecessary activity.   Observed workflow to identify and eliminate bottlenecks caused by legacy procedures and misguided assumptions (e.g. stopped production of duplicate documents which were being unnecessarily produced for, and hand delivered to, clients).  Finally, facilitated cooperation between disparate functional departments to reduce confusion, increase service quality, and the operation from degrading back into chaos in the future..

Construction Project Management: Facility Redesign and Construction

In an effort to bring the firm facility in line with the changes in business practices,  we planned the expansion of firm facilities including the design of expanded area, temporary accommodations for displaced staff, and project cost control.  Additionally, coordinated the scheduling and interaction of architects, building management, tradesmen, and technical staff.  As part of the upgrade in facilities, designed operations work space to allow for a more efficient workflow and reduced communication barriers between operations and sales.   This redesign and construction occurred concurrently with a managed services transition and technology upgrade discussed elsewhere.

Vendor Management: Relationship Evaluation

Engaged a comprehensive vendor performance and billing evaluation to assure the firm was receiving the best possible service from all vendors at a fair price. This examination identified several problem areas including over billing by one vendor in the amount of $40,000/year. Where it was possible, a compromised arrangement with vendors was negotiated.  In the event a vendor was unwilling to participate in a negotiated arrangement, or where the errors were so egregious that we felt uncomfortable continuing the relationship,  bids were solicited from other vendors and the service was moved.  Finally, a system of on-going evaluations in conjunction with a RFQ/RFI bidding process was designed to prevent problems of this magnitude from occurring in the future

Vendor Management and Technology Upgrade:
Outsourced Service Provider Transition and Hardware Upgrade

Engaged in the transition of IT managed service providers and complete overhaul of all IT hardware. Coordinated cooperation between the facility construction vendors and IT vendors; and oversaw the transition of IT hardware which occurred with no interruption to firm activities. 

Project Management: Telecommunications Carrier Transition

Designed and executed the transistion of cross-continental and international direct telecommunication lines connecting multinational financial services firms.

Process Evaluation and Improvement: Inventory Control

Designed and implemented a “Just-In-Time” inventory control system utilizing the Toyota Kanban model.  A "Kanban card" indicating an order needs to be generated is placed within the inventory.  When the item with card attached is used, an order for for that item is placed.  In this system, inventory is replenished prior to reaching a critical minimum while also preventing unnecessary waste from inventory obsolescence which prevents the firm wasting both capital and space