Development of a company's Enterprise Data Warehouse, the core of its new business intelligence infrastructure, had stalled with continual delays and mounting cost overruns. Existing team lacked the program management experience to execute the project and had no clear resolution plan.

Met with project leads to revise project schedule. Eliminated non-value-added steps and positioned parallel development activities to meet goals with no increased risk. Conducted bi-weekly meetings and actively tracked all issues to closure. Initiated monthly meetings with stakeholder management to ensure buy-in and avoid implementation issues.

Delivered project one week ahead of schedule and below budget. Decreased data management and reporting support requirements 35%. Integrated data warehouse migration into single, global knowledge infrastructure. Team was acknowledged for clear communication and comprehensive planning.

Project began late due to funding issues, requiring 9 weeks to be cut from 37-week development schedule to meet due date.

Led collaborative planning to identify opportunities for design reuse and parallel process development. Conducted weekly meetings to drive objectives and address issues. Increased communication and work sharing by moving team into bullpen environment.

Completed project two weeks ahead of accelerated schedule. Secured contract for Phase C. Team was recognized by customer for quality of execution and design.

Leading credit card firm sought to reduce costs and instigate new growth in preparation for its initial public offering. High costs and limited capacity of the internal IT organization were affecting the bottom line and restricting top-line growth.

Led cross-functional teams to subdivide services into core and non-core operations. Collaborated with team to map processes and requirements. Revised processes and outsourced non-core services to external IT supplier. Facilitated development of RFP for IT services and managed integration.

Saved 28% from IT operational budget. Process was adopted by the company as the model for outsourcing planning and implementation. Positioned client for future growth by significantly shortening the development cycle for new products.

Company lost three contracts worth more than $120 million to competition with better pricing or delivery times. Cost reductions or price changes were needed because market prices were significantly below company's costs.

Investigated reason for cost overruns and discovered design groups were waiting for procurement of certain products, causing significant waste of resources. Established advanced definition of critical items and collaborated with development teams to restructure product development. Identified and implemented cost-reduction strategies on supplier side.

Shortened schedule and reduced production costs $640,000 per satellite system.

Medical product distributor's order processing required multiple handoffs between separate lines of business, causing errors and inefficiency. Organization's decentralized structure hindered its ability to provide cost and service performance of integrated service center.

Conducted internal and customer surveys that revealed slow and inconsistent ordering and payment processing. Collaborated with executive leadership and internal stakeholders to launch shared-services vision and implement shared-service centers. Led personnel and service migration from six business units and 40 sites into single, shared-service center.

Secured more than 19% run-rate savings and improved overall efficiencies and controls. Company better serviced core customers' needs. Enabled company's growth without increasing administrative costs.

Increasing foreign competition had driven down market prices, affecting profitability and creating intense cost pressure. Operation had history of producing leading-edge products but had not adjusted its methods to modern production, wasting both time and resources.

Launched strategy to identify new methods for doing business while meeting or exceeding customer needs. Led series of discussions with design and assembly leads. First initiative was to initiate product standardization to fit all anticipated customer needs. Products were incorporated into future designs, optimizing production and delivery process.

Aligning production to standard products increased productivity in excess of 93%. Reduced overall operational costs 27% from previous year with no loss in performance.

Global entertainment company's $200 million strategic alliance division faced shrinking revenues and declining partnership commitment. Lack of structured business development and account management had led to multiple contract terminations and minimal new partnerships. Project management skills were deficient across the organization.

Led structured interviews and analyzed staff competencies. Restructured roles and competencies to align with and support company's strategic plan. Implemented disciplined account management and an aggressive new business development strategy.

Turned around sales revenues from 13% decline to 8% growth in one year. Stabilized 29 out of 31 existing partnerships by instituting formal account plans tied to performance metrics. Doubled potential sales revenue in first six months and secured nine new contracts.

Start-up business was challenged with recruiting potential employees. Company had little name recognition and no marketing structure in place.

Collaborated with management to brainstorm ideas and surveyed new hires to define differentiation points. Created recruiting documents and recruiter talking points. Developed evaluation criteria and interview formats. Formalized hiring and recruiting follow-up process.

Application volume improved 47% from previous year. Candidate acceptance rate increased from 38% to more than 65%. Established standards for interviewing and follow-up processes.

A key production area was plagued with pervasive quality issues and schedule slips. Employees did not function or communicate as team. Team members worked autonomously and management had no consistent priorities and processes in place.

Initiated employee interviews, revealing a lack of clear responsibilities, performance goals, and coordination processes. Conducted focused sessions to establish integrated product teams with group accountabilities, handoffs, and performance metrics. Met with functional leaders to ensure performance goals and responsibilities were incorporated into employees' performance objectives.

Group slashed errors 32% and production time 27%, reducing overall costs 29% with improved time-to-market. Emergency rework was reduced due to drop-off in errors. Team morale and confidence increased.

A leading business process outsourcing firm needed a strategic approach to improving the performance, capacity, and flexibility of its telecom network to support continued growth. Voice and data network was outdated with limited capacities and inconsistent performance, which negatively affected customer service and hindered international growth.

Analyzed supply base capabilities across relevant global regions. Mapped technology options and compared the total cost of ownership across a range of supplier options. Led telecom technology roadmap development and negotiated agreements with key suppliers. Led migration to the new network.

Global network capacity increased 81% at lower cost than legacy system. Improved global flexibility and accelerated service provisions, enabling client's overseas expansion.

Cost reduction and expanded flexibility of telecom network were objectives for leading call center outsourcing firm. Restrictive terms and outdated pricing in telecom agreements impeded company's growth strategies.

Conducted strategic sourcing project, which included compiling telecom expenditures and investigating supply base and existing agreement terms. Initiated RFP and analyzed deal terms and total cost of ownership. Consolidated services into one global agreement and three regional agreements.

Reduced IXC rates 41% and total spend commitment 35%. Eliminated annual spend commitment. Improved term's overall flexibility.

Company was well known for innovation but had lost sales to low-cost foreign competition as satellite capabilities had become commodity. Lack of design standards during growth stage had caused buildup of more than $47 million in specialty fasteners in inventory.

Conducted fastener inventory and rationalization. Met with leadership in Design, Manufacturing, Production Control, and Quality to establish substitutes for 64% of fasteners in use and establish buy-in for standardization.

Headed effort to phase in substitutes with little or no impact on production or testing. Flagged standard fasteners for design use and led sales to negotiate quantity discounts. Established supplier-managed stocking process for 38% of basic structural fasteners.

Eliminated more than 53% of fastener inventory worth $24 million. Negotiated savings of 34% on standard fasteners. Launched supplier-managed inventory program, which reduced operational costs more than 24%. Service-level guarantees ensured immediate availability of fasteners. Reduced lead-times for sale of non-standard fasteners more than 55%.