Role: Executive in Residence, VP (12 months)
Organization: small business in Michigan with 45 employees.
Seamlessly assumed role of VP and within 4 months fully led organization with President-level authority transforming company performance. Some of the highlights include:
- Developed strategic plan – 2018 –> 2020
- Developed forecasts and budgets
- Launched more than 50 new customer locations in three states
- Restructured operations leadership and developed five new ops team leads
- Improved operations performance from 2.5/6.0 to 4.5/6.0 process Six Sigma levels using basic lean/Six Sigma principles
- Developed product costing model and margin contribution analysis
- Identified market erosion and pricing problem using economic price elasticity calculations
- Developed statistical regression model on customer sales performance – highlighting customers to enter and exit
- Exposed existing business model challenges and provided roadmap for 2.0X+ EBITDA growth
- Validated new business model and impacts to EBITDA by consolidating operations and delivery footprints
Role: Trainer
Organization: Logistics Arm of the U.S. Military in Pacific
Selected to provide four days of warehouse management and inventory control training in competitive bid process beating out multiple major universities and consulting firms. Some of the highlights include:
- Partnered with industry experts in the field to develop tailored curriculum and train participants
- Executed virtually with facilities in Guam, Japan, Korea and Alaska
- Developed pre and post-test to provide assurances of learning
- Integrated activities and exercises with actual facilities on-site
- Received outstanding rating from organization post-training
Role: Process Improvement Leader
Organization: Regional Hospital System in Indiana
For six months, led a team of Lean Six Sigma Green Belts to drive multiple process improvement projects throughout a major regional hospital system. Some of the highlights include:
- Reduced patient falls by 150% through root cause analysis, eliminating unnecessary patient movements, and establishing general patient care SOPs.
- Improved nurse hand-washing compliance by 200% through root cause analysis, redesigned processes, SOP checklists and management audits.
- Redesigned diagnosis and treatment process protocols for venous thromboembolism (VTE) and reduced patient service time by 40% (12 hours vs. 20 hours).
- Increased medical records reconciliation and discharge accuracy by 40% (from 70.5% to 98.2%).
- Greatly improved patient chart abstraction process by 250% to exceed federal quality reporting requirements.
- Improved patient visitor experience by redesigning check-in process, signage and travel flow. Visitor survey scores improved from 3.5/5.0 to 4.8/5.0 on this item.
Value Chain Solutions 