Experience

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  Blue Cross Blue Shield of Michigan

  • United States
  • Insurance
  • 700 & Above Employee

  • Manager Legacy Retirement

    • Jan 2020 - Present

    Develop models / scenarios to provide line of sight to financial impacts.Identify, analyze, and validate value related to various initiatives.Align the relationship between Budgets and Cost reductions.

  • Business Relationship Manager

    • Jun 2016 - Jan 2020

    Business Relationship Manager – CPDM (June 2016 – Present)• Identified key gaps in IT support, Production & Project Delivery, of Data Analytics needs• Developed plan to close those gaps and gained acceptance from executive leadership • Results included;o Removing daily Production impacts to the department o Increased delivery of valueo Development of key performance metricso Targeted status reporting to executive leadership• Provide Financial analysis to IT Director’s 10 cost centers• Change Agent for “BlueFit” initiative to identify “waste” and “admin” savings in IT• Leverage Project Delivery, Finance, and Leadership skills to deliver various initiatives.

  • Delivery Manager

    • May 2014 - Jun 2016

    Information Technology Delivery Lead Manager – Information Technology (July 2014 – June 2016)• Manage a staff of Delivery Leads, Project Coordinators, and Process Specialist• Effectively reduced delivery efforts by 15%, while increasing Customer satisfaction by 25%• Develop and maintain productive working relationships with all project stakeholders• Recognizes the issues related to the decision making process and analyzes situations fully and accurately to reach productive conclusions

  • Financial Analyst - Manager

    • Mar 2012 - Jun 2014

    Serving as a Financial Business Partner to the Information Technology Organization.Overall working to collaboratively achieve strategic growth and continue to improve efficiency and cost performance.Supporting the Information Technology Organization in the following areas: Administrative Spend Management, Activity Based Cost Allocations, and Strategic support in achieving client objectives.

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  Strategic Staffing Solutions

  • Greater Detroit Area

  • Director of Finance

    • May 2019 - Dec 2019
    • Greater Detroit Area

• 

  Ally

  • United States
  • Financial Services
  • 700 & Above Employee

  • Program Manager

    • Jan 1989 - Mar 2012

  • Business Resource Manager

    • Oct 2005 - Jun 2006

    Business Resource Manager, GMAC Separation from GM• Supported Executive Office departments; Tax, Legal, Audit, Human Resources, Educational Services, Comptrollers, Treasurer’s, and Communications• Managed transition from GM to GMAC applications ensuring business continuity• Provided insight to find improvement opportunities in daily support functions, resulting in leaner operations and higher return on customer satisfaction• Directed support to Corporate CIO on various trouble areas

  • Project Management Office - Manager

    • Jan 2003 - Oct 2005

    • Managed all activities related to the Project Management Office, including providing guidance for all project managers in the department• Worked closely with Project Managers, Program Managers, Factory Leads, and Horizontals to facilitate project delivery• Ensured projects complied with GMAC policy and practices while providing guidance to the project managers• Directed support for the NAO Chief Information Officer’s initiatives• Managed resources and results to meet NAO goals and objectives • Identified and implemented “High Value Process Improvements” related to project delivery

  • Compliance Manager

    • Jan 2003 - Oct 2005

    • Managed all compliance activities related to the North American Operations; Sarbanes Oxley, Privacy, Internal / External Audit comments, Application Access Control, and Regulatory items• Implemented NAO IT Sarbanes Oxley (SOX) compliance plan in conjunction with the business and auditor expectations• Trained and integrated NAO application representatives and subject matter experts in all aspects of SOX compliance and reporting• Engaged appropriate “owners” to mediate SOX deficiencies• Coordinated semi-annual “Access Control” process• Validated and tracked Internal / External audit comments to closure

  • Project Manager

    • 1999 - 2003

    • Performed as Project Manager where this resource was not available, for either IS&S, the functional business department, or both simultaneously when necessary• Utilized SDP 21 project methodology to manage the project to completiono Created and managed an appropriate project plano Managed project team; resources, risks and issues• Utilized strong conflict management skills to create team cohensiveness• Facilitated brainstorming sessions to resolve technical problems, avoiding delays• Managed the project from “Plan” to “Deploy”, including appropriate training plans for support team and end users

  • Business Relationship Manager

    • 1993 - 2003

    • Served as liaison between IS&S and the functional businesso Clarified IT procedures and policies to ensure business requests and deliverables were effective and timelyo Translated business requests in order for IS&S to clearly understand the necessity and priority• Provided guidance and support to the functional business departments to initiate IT projects with IS&S, assisted in the budget and prioritization process of projects• Provided technical support and escalation support where necessary for the functional business departments

  • Financial Analyst

    • 1994 - 1998

    Data Warehouse Support and Analysis for the Treasurer's Department

  • Cost Analyst

    • 1989 - 1994

    Financial Forecast and Cost Analyst - Treasurer's Department.

• 

  GMAC Insurance

  • Program Manager - Enterprise Contect Management

    • Jun 2006 - Feb 2012

    Program Manager for Enterprise Content Management Program• Managing $2 million project to deliver Enterprise Content Management to MIC via the FileNet P8 platform• Led the assessment of the previous document management function for the company to provide the business case to management, showing the value of moving to an Enterprise Content Management platform• Quickly took control of new development releases for the program to get it on track and successful both from a deliverable aspect and a project management perspective• Demonstrated effectiveness with the SDP process while maximizing available resources, tailoring for the level of work at hand• Quickly developed necessary relationships to be successful and effective in this role

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  Machining Enterprises

  • Accounting and Inventory Control

    • 1985 - 1988