Denver Metropolitan Area
Business and Operations Transformation leader currently privileged to lead global teams at a large-scale data analytics organization that sits at the intersection of public records, insurance data, and underwriting intelligence. Today, I oversee end-to-end data operations for auto and property products used in the risk underwriting process, managing the acquisition, quality, and delivery of billions of records across property, auto, and regulatory datasets. My teams operate at global scale - ingesting millions of transactions daily from thousands of public and private sources - while balancing data quality, compliance, cost discipline, and automation. I specialize in building high-performing, globally distributed teams; modernizing legacy operations; and turning complex data ecosystems into reliable, revenue-driving platforms.
I lead enterprise-scale data operations for a complex analytics portfolio that powers underwriting, compliance, and risk intelligence across the insurance ecosystem. My organization is responsible for acquiring, validating, and delivering mission-critical data assets used across property, auto, and commercial insurance products. My teams operate at global scale—ingesting millions of transactions daily from thousands of public and private sources—while balancing data quality, compliance, cost discipline, and automation.
Lead global program representing enterprise-adopted process improvement methodology. Architect and deploy engagements across Division and Corporate entities. Translate senior stakeholder requests into agreed-upon quantifiable goals. Align stakeholder requests and program/portfolio resourcing in support of Division and Corporate goals, alongside recurring and ad hoc reporting of impacts. Manage senior stakeholder relationships “as a customer”. Provide strategic portfolio and tactical project direction to LSS team and program participants. Oversee execution of large-scale cross-functional initiatives to transform processes using Lean Six Sigma. Promoted from Process Improvement Engineer (2021) and Senior Process Improvement Engineer (2024). • Led program to achieve an annual impact of $13.4M and 74K hours of productivity generated in 2024 across a portfolio of 20 Black Belt initiatives, 305 Yellow Belts certified, 16 Green Belts certified, and 244 Just Do It projects completed. • Architected Finance Shared Services Center and associated Operational Model in support of Finance Transformation Business Case. • Established CAPEX process, resulting in a 34% increase YOY (2022 vs 2021) budget for $16.7M additional investment. • Twice recognized (2021, 2024) as a recipient of Verisk’s Exceptional Volunteer Award.
Charter, organize and execute Business Process Reengineering Program. Work with leadership and stakeholders to identify and pipeline projects and analyses. Conduct analyses of opportunity and business cases. Manage program, portfolio and resources. Quantify benefits and ensure realization. Serve as Business Process Leader in Operational Excellence Program.
Manage initiative to modernize and transform organizational sourcing through payment capabilities, with impacts to 1300+ staff. Responsible for on-time delivery of 14 month project, including budget of $2.8MM. Effort includes the reengineering transactional service processes through implementation of 8 technological modules across 3 vendors; encompassing updates to procedures and policies. This project will be delivered on time and within budget by September 2017, through successful interfacing of subject matter experts, technology, business process reengineering, change management, communications, training, vendor partners and end user groups.
Drive high visibility process improvement initiatives across an international Customer Experience organization. Develop, implement and manage continuous improvement program. Lead creation and implementation of quality management system for controlled procedural documentation, including technology solution. Reengineer Latin American organization to meet the needs of customers and stakeholders, while reducing transactional costs. Establish Project Management Office; validate business cases and maintain project portfolio. Serve as business-unit process excellence expert; mentor Green Belt Candidates. Accomplishments: • Designed and implemented employee kaizen engagement program as funnel for continuous improvement, resulting in $1M+ annual benefit delivered through 22 initiatives and 150+ process improvement opportunities. • Oversaw reengineering of Latin American Customer Service organization. • Led creation and rollout of quality management system for procedural documentation to meet regulatory requirements, including managing technology solution design & implementation. • Generated $280K in annual productivity savings by implementing balanced scorecard using Design for Six Sigma. • Aligned and optimized Customer Satisfaction (NPS) and Voice of Customer (VOC) programs to shared standards and outputs, resulting in a consistent approach towards customer feedback, faster identification of trends and resolution of service gaps. • Created and maintained business cases, project deliverables and plans as department portfolio for over 25 strategic initiatives.
Lead cross-functional process improvement initiatives and deliver measurable results in cost, time and quality. Serve as data and analytics lead on enterprise-level business transformation projects. Build and optimize models for capacity and resource allocation. Define KPI metrics; create dashboards and present to executive leadership. Mentor and coach junior analysts on process improvement and data analysis skills. Accomplishments: • Improved internal Continuous Improvement Professional Certification program capacity by over 33% resulting in annual benefit of over $400K, through implementation of Design For Six Sigma optimized program. • Conducted competitive analysis and used internal process benchmark to identify and implement process improvement in Mortgage department with an annual expense reduction of $140K. • Designed and implemented technological process improvement in Due Diligence group, resulting in 23% decreased cycle times, less manual interventions and fewer errors downstream. • Led efforts to streamline Bank’s Appraisal department fee negotiation process, reducing turn times 15% and allowing Appraisers to begin work 2+ days earlier on critical long-lead process. • Implemented reporting optimization generating $25K in productivity, as component of Certified Lean Professional training. • Developed metrics dashboard and management reporting for 3 departments. • Awarded “Above and Beyond” distinction 4 times during tenure.
Advance business performance in current markets, and identify new markets to target. Develop, refine and build model to maximize the business growth in markets served by the company. Implement model on enterprise level as best practice for all geographic areas to be targeted by Advanced Educational Products.