Aug 2014 – Aug 2018 · 4 yrs · Cupertino

Jun 2013 – Jul 2014 · 1 yr 1 mo · Greater Los Angeles Area

• Managed design and implementation of a Shared Services Center for Purchasing and Accounts Payable (AP) departments for a 12-hospital system by providing program & project management, process improvement, organizational design and change management support
• Led collaborative design sessions with 10+ member workgroup to develop detailed future state business process flows using current state Accounts Payable (AP) scope and new McKesson systems implemented
• Conducted activity mapping analysis at each hospital and clearly defined the scope and services of Shared Services center to identify impacted FTEs and obtain buy-in from 4 CFOs covering all 12 providers
• Defined target operation model including job descriptions and organization structure for a 20+ AP Shared Services Center, resulting in 20% FTE savings
• Managed operational implementation plan and timelines along with project management responsibilities such as managing task list, risk/issue log, weekly status report etc for centralizing AP over 3 phases within a span of 12 months
• Identified process and training gaps with the future state process flows to develop plan and strategy for building over 200 pages super user training playbook, 11 AP policies and other training material
• Developed KPIs (key performance indicators) for ongoing operating and financial monitoring in AP Shared Services Center based on industry benchmarks and best practices; also defined and implemented process for collecting, tracking and reporting against the identified KPIs
• Built SLAs (services level agreements) with each Shared Services Center client, enabling buy-in from the client and performance targets for Shared Services Center
• Assisted in transitioning and deployment of the Shared Services center in 3 phases by monitoring go-live checklist, post go-live issues log as well as the analysis and lessons learned process to prepare for the next phases leading to successful go-lives within the defined time and scope

Sep 2011 – Jun 2013 · 1 yr 9 mos · Greater Los Angeles Area

• Provided program and project management for operational implementation of $25 million health plan in a top tier Payer client
• As the lead associate product manager and scrum master for a product at online tax software company, enabled their transformation goals over multiple fronts - new product development targeting new customer segment for tax year '13, technology automation and leveraging Agile methodology of software development
• Developed performance management and enterprise data reporting capabilities in top tier Payer client to monitor the operational performance and compliance metric results of its three targeted business segments; enabling 100% regulatory compliance for 3+ years
• Conducted Strategy, Operational and IT assessments for healthcare convergence, operational implementation and IT outsourcing model projects

Jul 2010 – Sep 2010 · 2 mos

• Managed relationships with 7 suppliers totaling $7.2M annual expenditure, including finished goods inventory management, raw materials procurement and production scheduling, resulting in zero backorders and higher inventory turnovers
• Launched new products by selecting new suppliers after rigorous supplier analysis based on cost, quality and reliability.
• Implemented lean management principles through green belt project and inventory management by optimizing, customizing and automating a SAP implementation of a Pull Inventory system
• Prepared a detailed plan for the new product phase-in taking into account obsolete inventory, global regulatory implications and other product changes using cost-benefit analysis
• Researched and implemented balanced score card and other performance metrics for the Supply Chain team, resulting in better management of inventory and key suppliers

Jan 2010 – May 2010 · 4 mos

• Reduced excess return inventory by optimizing the Return Merchandise Authorization process; analyzed the process variability through data mining and process investigation
• Selected Malaysia as the best country for global expansion into South East Asia using hierarchy of objectives framework on the basis of three key factors - risk management, manufacturing and distribution advantages

Oct 2009 – Dec 2009 · 2 mos

• Developed a creative marketing strategy, as an active participant in a team of five, to increase the market share of Sierra Nevada in the crafts brewery; conducted comprehensive primary and secondary market research and competitor assessment

Sep 2005 – Jul 2009 · 3 yrs 10 mos

• Developed $2.7M project proposal for reengineering legacy build tool and helped secure additional three multinational projects, by building a team of five multi-disciplinary engineers and motivating them through a performance based reward system
• Identified 200 key client requirements by collaborating with management and client's engineers to perform gap analysis along with technological feasibility and finalized optimum solution package with the client as a lead technical negotiator
• Reduced project cost by 40% by maximizing operational efficiency of design and development process through customizing and integrating existing functional blocks with similar functionality