Transforming complexity into sustainable advantage.

Issue: Optimizing patient and physician satisfaction while improving productivity and diagnosis speed. Lack of connected framework to drive change and convert physician time from non-value to revenue-generating activities.

Action: Linked initiatives to strategic priorities, uncovered process performance gaps, built dashboards, deployed governance, and aligned stakeholders from C-suite to frontline.

33% MRI/CT throughput increase | $4.5M equipment savings (annually) | 30% patient satisfaction improvement | 23% physician satisfaction increase

Issue: Market requirements misunderstood, developers producing features misaligned with customer needs, high error rates, scope creep, and disconnected work streams.

Action: Prioritized design requirements through customer segmentation, moved to Agile & Lean development, integrated concurrent engineering, built visualization systems for work streams, ensured rigorous testing, and committed to design elements as late as possible.

Improved end-to-end cycle | On-time delivery | Reduced development costs | Higher user acceptance | Low post-launch error rates | Real-time market responsiveness

Issue: IT design driven by package architecture rather than business needs, lack of systematic framework to cascade requirements, poor front-end design driving high error rates, and risk/compliance requirements not integrated into work processes.

Action: Engaged business leaders in executive sessions to understand needs and gaps, focused design activity through qualitative scoring of requirements, cascaded functional requirements down to process levels, and flipped the change model to start and end with business leaders rather than IT.

Reduced system error rates & eliminated Severity Classes 1&2 | Improved overall software performance | Increased customer & associate satisfaction | Decreased implementation complexity | Business-responsive systems

Issue: Product design lifecycle too long (14-21 months), inability to identify market gaps, functional silos reducing value chain integration, and ineffective experimental approaches missing critical factor interactions.

Action: Leveraged concurrent engineering, DOE & QFD statistical methods to assess product gaps and manufacturing specs, conducted market segmentation analysis, assembled cross-functional teams of marketing, chemical, manufacturing engineers and R&D scientists focused on specific outcomes, and used Design of Experiments to uncover key effects and interactions.

50%+ reduction in design lifecycle | Increased market share | Higher R&D pipeline adoption | Improved NPV | Higher development success rate | Improved revenue & operating costs | Enhanced product & process capability

Issue: Business leaders lack understanding of sustainable program deployment, organizations misapply methodology with wrong entry points (DMAIC vs. Lean vs. DFSS), program entitlement undermines execution, and incorrect financial benefit positioning drives failure.

Action: Facilitated cross-LOB strategy workshops using Hoshin Kanri to align organization and link human capital to business goals, matched improvement approach to organizational context and problem type, built robust PMOs and governance, deployed experienced Lean Six Sigma leadership teams, and ensured proper financial benefit calculation.

Billions in documented improvement | CAT stock $55→$95/share | GE, Microsoft, JPMorgan Chase sector leadership | Companies outperforming Dow Jones | Quality & speed improvements | Enhanced customer alignment

Issue: Large retail franchises often don’t provide customers with a common experience across banking centers, driving dissatisfaction and attrition. Most banks lack a needs-based, customer-centric selling model, leading to missed opportunities and mismatched products. Sales goals are set based on historical performance rather than market data, and leadership support is applied uniformly, sub-optimizing market potential.

Action: Designed and deployed an enterprise-level “Selling the Bank of America Way” playbook, engineered customer experience, deployed needs-based selling tools across 5700 branches, developed market capability algorithms, leveraged market demand models for goal setting, and customized product mix and sales targets by region.

Impact: Moved the Bank from under $15B to $22B gross profit. Standardized selling routines, increased customer satisfaction, and reduced defections. Aggregate sales up 23% over 3 years, cross-sales ratio from 2.1 to 3.6, aggregate sales up 16%. Modeled store performance for higher market penetration and optimized leadership time allocation.

Issue: Large credit card direct market campaigns are costly and inefficient. Banks struggle to leverage customer data for improved capture and conversion rates, and customizing campaigns is expensive with low ROI. Significant efficiency savings are needed to fund growth in the credit card space.

Action: Moved from indiscriminate push offers to real-time, relationship-based offers using a prospect database and offer repository. Shifted to menu-driven, attribute-focused campaigns targeting customers by relationship, affinity, price sensitivity, and product interest. Reduced mailings per customer, increased capture and conversion rates, and coordinated cross-channel distribution for improved efficiency.

Impact: $953M NPV in marketing cost reduction over 5 years (six channels), ROE up 7%, customer delight up 7%, direct mail costs down 8%, cost to acquire accounts down 11%, attrition from highest to lowest in industry, micro-segmentation strategy replicated across enterprise.

Issue: Conducting large-scale merger integrations without negatively impacting customer-facing systems or BAU performance. Needed to ensure flawless execution, manage risk, and report progress to stakeholders while avoiding business loss or reputational damage.

Action: Ran parallel current-state analysis, identified redundant systems, built risk frameworks, and prioritized operational gaps. Developed project charters, held cross-functional workshops to uncover dependencies and risks, and executed projects through professional change managers with robust financial and communication routines.

Impact: Completed Day One and go-live events with minimal critical errors. Key risks mitigated, customer satisfaction improved, and transitions became PR opportunities. Integrations finished on time and within budget, setting a new standard for post-merger re-engineering.

Issue: Volatile demand and fragmented supplier networks caused stockouts, excess inventory, and missed service levels. Limited visibility across tiers and manual planning created delays and cost overruns.

Action: Implemented S&OP discipline, built a multi‑tier control tower, consolidated suppliers, introduced parametric safety stocks, and automated replenishment with predictive analytics.

18% inventory reduction | 27% stockout decrease | 9% logistics cost savings | 12% lead‑time improvement | Tier‑2/3 visibility established