Business Process & Technology Optimization Strategist
To download a PDF version of Dawn’s resume, click here.
For a copy of her Project History in PDF format, click here.
For a copy of her Project History in PDF format, click here.
Creative, highly motivated Business Process & Technology Optimization Strategist with over 20 years of leadership and diverse functional experience in information technology, financial services, pharmaceutical, food production, public utilities and government industries. Leadership experience in project management, business process redesign, operations and change management. Recognized for tremendous drive and the unique ability to generate trust and a high level of commitment by others.
SIGNATURE STRENGTHS
- Increase Productivity: Drive organizational effectiveness through process and technology optimization
- Drive Innovation: Assess problematic operations and implement creative, logical solutions that drive quality and consistency
- Inspire Change: Create and lead diverse teams that transform fragmented organizations into highly productive teams that foster innovative thinking
PROFESSIONAL EXPERIENCE
Kelly Services 2011 – 2011
Associated Director: Project Management to Shire Pharmaceuticals – Human Resources Shared Services (05/2011 – 09/2011)
Responsibilities: Directed initiatives and projects for the outsource of services and/or the implementation of new software-based tools.
Responsibilities: Directed initiatives and projects for the outsource of services and/or the implementation of new software-based tools.
- Directed the 2011 Employee Stock Purchase Plan that integrated 4 global enrollments into one centralized project plan and coordinated the efforts of 4 outsourced vendors reducing redundant efforts.
Managed the development of HR Assessment tool that identified all HR functional process areas to be evaulated during the integration of a newly acquired company.
PPT Consulting 2009-2011
Senior Consultant to Shire Pharmaceuticals – Human Resources Shared Services (11/2010 – 03/2011)
Responsibilities: Facilitated business process re-engineering workshops to map functional processes and to develop working procedures associated with expatriate payroll, leaves of absences, and equity administration.
Responsibilities: Facilitated business process re-engineering workshops to map functional processes and to develop working procedures associated with expatriate payroll, leaves of absences, and equity administration.
- Created cross-functional diagrams for the areas noted above that documented the various roles involved and the tasks that identified and eliminated redundant tasks through the use of system features and/or realignment of tasks to the proper role.
- Identified and documented task-level procedures associated with the outsourced services for leaves of absences and equity administration that supported the change management efforts for each initiative.
Senior Consultant to Shire Pharmaceuticals – Specialty Pharmaceutical Information Technology (09/2009 – 09/2010)
Responsibilities: Acted as single point of contact for SP IT Business Partners and Infrastructure on upgrade projects coordinating risk assessments, testing activities and upgrade deployment scheduling.
Responsibilities: Acted as single point of contact for SP IT Business Partners and Infrastructure on upgrade projects coordinating risk assessments, testing activities and upgrade deployment scheduling.
- Facilitated the development and update of a centralized Testing Strategy for network and system operating software upgrades that provided clarity on the various testing methods and processes available.
- Initiated process changes for managing Microsoft Project Server user access, license tracking and system change control.
- Facilitated the development of a business continuity plan and supporting documentation for the Florence Distribution Center in Florence, KY.
DAY & ZIMMERMANN GROUP, INC. 2004-2009
Senior Manager – Strategic Process Improvement (02/2008 – 06/2009)
Responsibilities: Consulted across enterprise to lead and facilitate strategic operational assessments associated with RFP to Order, Order to Cash, Procure to Pay, Recruit to Hire, Hire to Pay that incorporated operational improvements with SAP-based technology enhancements with the various SAP modules: FI/CO, Human Capital Management, Supplier and Customer Relationship Management, and Project Systems.
Responsibilities: Consulted across enterprise to lead and facilitate strategic operational assessments associated with RFP to Order, Order to Cash, Procure to Pay, Recruit to Hire, Hire to Pay that incorporated operational improvements with SAP-based technology enhancements with the various SAP modules: FI/CO, Human Capital Management, Supplier and Customer Relationship Management, and Project Systems.
- Architected a framework for the business integration of acquisitions & mergers that identified the key activities and data elements that resulted in productivity improvements, procedural alignment and reduction of loss data.
- Devised a knowledge management E-solution that allowed departments to centrally manage and disseminate company intellectual assets within their operational area that resulted in reduced travel costs and improved employee productivity.
Senior Manager – Support Services (02/2006 – 02/2008)
Responsibilities: Directed a team of 12 in the turnaround of the Help Desk, Desktop Support and Asset Management groups; managed major service contracts with Dell, Microsoft and Verizon Wireless with an annual estimated value of $3.8 million.
Responsibilities: Directed a team of 12 in the turnaround of the Help Desk, Desktop Support and Asset Management groups; managed major service contracts with Dell, Microsoft and Verizon Wireless with an annual estimated value of $3.8 million.
- Improved Help Desk performance within 6 months by restructuring workload assignments that resulted in improved team effectiveness and improved customer service and satisfaction.
- Implemented and incorporated self-service functionality and a centralized knowledgebase for technical support documentation that supported continued improvement of Help Desk and Desktop Support Groups’ performance.
- Reduced the delivery of new computers by 3 days by realigning the Desktop Support Group with the Network/Infrastructure and Security Teams and providing updated technical support documentation.
Senior Manager – Project Management Office (09/2004 – 02/2006)
Responsibilities: Directed a team of 5 in the creation of a project management office and methodology to support information technology projects. Introduced the concept of process definition workshops to clarify project scope and control project change.
Responsibilities: Directed a team of 5 in the creation of a project management office and methodology to support information technology projects. Introduced the concept of process definition workshops to clarify project scope and control project change.
- Facilitated process definition workshops for DZ Security Services and Corporate Accounts Receivables that included Current State process maps and identified areas for operational and technical improvements. Incorporated concepts of Six Sigma and discussed how to incorporate metrics to identify future improvement opportunities. Improved operational efficiency for both groups by 15%.
- Directed a SAP ERP R/3 implementation project that integrated all business critical data in 4 months for DZ EFS UK. Facilitated requirements gathering workshops. Mapped current state processes that also identified use of associated technology tools. Using SAP-based tools, improved integration, project control, and reporting of DZ EFS combined UK and US operations.
- Lead and managed a SAP ERP R/3 implementation project that integrated all business operations and critical data for a $1.2 million joint venture. The partner company was a minority-owned joint venture that was a start-up, so the implementation project included start-up mentoring services as well as operational and technology start-up activities.
- Reduced post-implementation extensions and rework on SAP-based projects through improved requirements definition and scope expansion management by 40%.
- Increased and expanded customer involvement and participation with scope definition and project teams.
TEK SYSTEMS (2004 – 2005)
Senior Consultant to Campbell Soup Company, Global Project Management Office (07/2004 – 01/2005)
Responsibilities: Facilitated the redesign and consolidation of processes and procedures for the Global Project Management Office working with a global team of specialist, 5 based in Australia, 1 based in Canada and 2 based in NJ.
Responsibilities: Facilitated the redesign and consolidation of processes and procedures for the Global Project Management Office working with a global team of specialist, 5 based in Australia, 1 based in Canada and 2 based in NJ.
- Improved project delivery through consolidated and updated procedures
- Realigned and monitored management and customer expectations by producing consistent and comprehensive project reporting.
AJILON CONSULTING (2004 – 2004)
Senior Consultant to City of Philadelphia Department of Human Services (DHS) (02/2004 – 06/2004)
Responsibilities: Analyzed the business operations of a 60-associate DHS Hotline concentrating on their use of technologies and automated tools.
Responsibilities: Analyzed the business operations of a 60-associate DHS Hotline concentrating on their use of technologies and automated tools.
- Produced and presented a comprehensive assessment report to DHS Senior Management with recommendations for realignment of work functions along with a restructure of team configuration to improve data analysis and management reporting.
TEK SYSTEMS (2003 – 2003)
Senior Consultant to Campbell Soup Company CTO Group (05/2003 – 12/2003)
Responsibilities: Facilitated a core team of 20 associates to create cross-functional frameworks to streamline the work management process for receipt, analysis and assignment of IT-based service requests.
Responsibilities: Facilitated a core team of 20 associates to create cross-functional frameworks to streamline the work management process for receipt, analysis and assignment of IT-based service requests.
- Improved service delivery by realigning the service request processes and internal work management processes.
- Eliminated redundant work efforts that resulted in improved communications between internal service delivery teams and the customer.
COMPUCOM SYSTEMS, Inc. 1998 – 2003
Senior Manager – Regional Consulting Services (01/2003 – 05/2003)
Responsibilities: Directed consulting services for the East and South regions covering 20 states, managed billable assignments of 18 senior engineers, and performed financial P&L analysis.
Responsibilities: Directed consulting services for the East and South regions covering 20 states, managed billable assignments of 18 senior engineers, and performed financial P&L analysis.
- Improved P&L performance through effective utilization of employee talent and improved expense management and revenue reporting – approximately 45% for the East and 16% for the South.
Senior Manager – Support Services (02/2006 – 02/2008)
Responsibilities: Directed a team of 12 in the turnaround of the Help Desk, Desktop Support and Asset Management groups; managed major service contracts with Dell, Microsoft and Verizon Wireless with an annual estimated value of $3.8 million.
Responsibilities: Directed a team of 12 in the turnaround of the Help Desk, Desktop Support and Asset Management groups; managed major service contracts with Dell, Microsoft and Verizon Wireless with an annual estimated value of $3.8 million.
- Improved Help Desk performance within 6 months by restructuring workload assignments that resulted in improved team effectiveness and improved customer service and satisfaction.
- Implemented and incorporated self-service functionality and a centralized knowledgebase for technical support documentation that supported continued improvement of Help Desk and Desktop Support Groups’ performance.
- Reduced the delivery of new computers by 3 days by realigning the Desktop Support Group with the Network/Infrastructure and Security Teams and providing updated technical support documentation.
Senior Manager – Project Management Office (09/2004 – 02/2006)
Responsibilities: Directed a team of 5 in the creation of a project management office and methodology to support information technology projects. Introduced the concept of process definition workshops to clarify project scope and control project change.
Responsibilities: Directed a team of 5 in the creation of a project management office and methodology to support information technology projects. Introduced the concept of process definition workshops to clarify project scope and control project change.
- Facilitated process definition workshops for DZ Security Services and Corporate Accounts Receivables that included Current State process maps and identified areas for operational and technical improvements. Incorporated concepts of Six Sigma and discussed how to incorporate metrics to identify future improvement opportunities. Improved operational efficiency for both groups by 15%.
- Directed a SAP ERP R/3 implementation project that integrated all business critical data in 4 months for DZ EFS UK. Facilitated requirements gathering workshops. Mapped current state processes that also identified use of associated technology tools. Using SAP-based tools, improved integration, project control, and reporting of DZ EFS combined UK and US operations.
- Lead and managed a SAP ERP R/3 implementation project that integrated all business operations and critical data for a $1.2 million joint venture. The partner company was a minority-owned joint venture that was a start-up, so the implementation project included start-up mentoring services as well as operational and technology start-up activities.
- Reduced post-implementation extensions and rework on SAP-based projects through improved requirements definition and scope expansion management by 40%.
- Increased and expanded customer involvement and participation with scope definition and project teams.
PUBLIC SERVICE ELECTRIC & GAS – Nuclear Business Unit 1987 – 1998
Business/Client Analyst (01/1992 – 03/1998)
Responsibilities: Analyzed, forecasted, and managed $6 million Capital Expenditure and $8.5 million Operating & Materials budgets for the Information Technology Department; administered and managed contracts for hardware and software maintenance and support; managed computer inventory systems and processes supporting approximately 2,500 workstations and peripherals.
Responsibilities: Analyzed, forecasted, and managed $6 million Capital Expenditure and $8.5 million Operating & Materials budgets for the Information Technology Department; administered and managed contracts for hardware and software maintenance and support; managed computer inventory systems and processes supporting approximately 2,500 workstations and peripherals.
- Maintained actual costs approximately 0.5% of budget for Capital and O&M budgets for 2 consecutive years.
- Streamlined and improved reporting and analysis by incorporating automated internal tracking tools.
Computer Cost Assistant (05/1989 – 01/1992)
Document & Records Clerk (12/1987 – 05/1989)
Emergency Response Team Member (12/1992 – 03/1998)
Document & Records Clerk (12/1987 – 05/1989)
Emergency Response Team Member (12/1992 – 03/1998)
EDUCATION / AFFILIATIONS
- B.S., Business Administration, Glassboro State College, 1987
- Six Sigma Certification: Black Belt & Green Belt – Villanova University Online, 2005
- Project Management Institute
- Network of Women in Computer Technology