Senior Continuous Improvement Consultant
SENIOR CONTINUOUS IMPROVEMENT CONSULTANT
Driving Operational Excellence & Sustaining a Competitive Advantage
High capacity and innovative project manager and team leader with demonstrated impact on the bottom line and customer experience with global Fortune 500 companies. Recognized for driving back-office process improvements using a hands-on approach. Proficient in change leadership and process improvement in acquisitions, mergers, complex, multinational and union environments in multiple functional areas. Outstanding ability at balancing and prioritizing cross-functional projects, building extraordinarily productive relationships with business leaders, senior management, employees, and stakeholders with trust, authentic facilitation skills and broad knowledge base.
Consistent performance in delivering value through analysis, planning, and execution of continuous improvement and technology projects via Lean Six Sigma and other tools. Catalyst for change combining tactical execution of strategic initiatives with strong leadership of cross-functional teams and development of key alliances to capture and enhance overall quality, productivity, and bottom-line performance. Recognized for thought leadership, demonstrated ability to drive change to meet metrics for success and deliver results with highly competitive industries.
UNITED AIRLINES, Chicago, IL 2006 – 2020
Worldwide airline headquartered in Chicago, IL.
Senior Project Manager, Human Resources (2014-2020)
Identified, planned, staffed and oversaw the successful delivery of process improvement and technology implementation projects across the Human Resources functional area. Projects were designed to increase efficiency, upgrade the employee/internal customer experience, better use technology and reduce cost.
Led project to design and implement new Interactive Voice Response (IVR) tool, caller satisfaction survey and call recording and analytics system for HR Services, serving over 100,000 internal customers.
Hand-picked to lead a one-year program of HR projects resulting in savings of over $1M annually and numerous process improvements across multiple functions.
Project Manager for a cross-functional change leadership team to identify, plan, coordinate, and execute the communication, engagement, change management and training activities for major upgrades to three primary technology systems used by over 100,000 employees to interact with the HR department.
Senior Manager, Staffing Service Center (2009-2014)
Led a team of eight HR support representatives who provided a variety of services, including interview scheduling, employee relocation, new hire clearances, union transfer process and candidate travel and expense processing.
Led a cross-functional team to improve the new hire onboarding process; improved hiring manager satisfaction scores by 20 points.
Developed a new company relocation program to balance employee needs with overall cost containment. The merger relocation program represented $50M of spend on over 1500 transfers over the course of two years. Designed and managed exception process with HR and cross-functional executive leadership.
Designed and implemented relocation and signing bonus repayment process, saving over $200,000.
Led RFP processes for key services resulting in reduced cost and improved service.
Senior Continuous Improvement Consultant/Lean Six Sigma Black Belt (2006-2009)
Identified and delivered process improvement projects in a variety of functional areas across the airline. Mentored Green Belts through Lean Six Sigma projects to deliver meaningful impact to internal and external-facing processes.
Personally, selected to lead a project to accelerate sales process for ~$400M of surplus aircraft parts; involved United’s distribution processes and external parts consignment partner to reduce lead time from average of well over one year to a goal of an average of fewer than 90 days. The impact was valued at over $10M.
Created Lean Six Sigma training program for United; saved $500,000 in annual training costs while training nearly 200 Green Belts in the first year with high-quality curriculum and instructors.
L. GORDON PAISLEY PAGE 2
GE INSURANCE SOLUTIONS [Acquired by Swiss Reinsurance, June 2006], Overland Park, KS 2001-2006
A major global multi-line reinsurance company headquartered in Overland Park, KS.
Global Retrocession Process Leader (2004-2006)
Designed, implemented and maintained billing and inquiry-management tools for retrocession operations (receivables) department for $9B global reinsurance company. Leveraged corporate resources and cross-functional organizations to ensure retro collections were completed quickly.
Created global retrocession billing process, metrics and system functional specifications for $50M+ SAP software implementation for the entire business.
Functional lead to identify, define, plan and deliver software releases of global billing and inquiry-management system used to bill and track over $100M per year of receivables.
Global Life and Health Product Line Process Leader (2003-2004)
Analyzed and improved processes relating to accounting, billing and collection of retrocession receivables within $2B Global Life & Health product line. Created and managed cross-functional teams to deliver structural, process and system changes to accelerate collections.
Re-engineered process to reduce average receivable age from 84 to 23 days resulting in over $30M reduction in aged receivables over one year.
Overhauled billing process to ensure $50M in annual receivables were billed within five working days; reduced outstanding receivable age from 49 to 15 days.
Led off-shoring project yielding a 40% reduction of on-shore resources while improving service.
Created Sarbanes-Oxley-compliant controls for the retrocession billing and accounting process. Ensured process passed internal and external audits for two years running.
Six Sigma Black Belt—Claims (2001-2003)
Identified, researched and delivered Six Sigma projects from concept to success that impacted the company’s bottom line and improved customer experience. Mentored Green Belts through training and projects.
Reduced defect rate in the billing process from nearly 35% to zero; saved $3.2M.
Reduced claim approval time by over 90% leading to key customer satisfaction.
Recognized out of over 120 Black Belts in the company as a change leader.
NEXTERNA, Manager, Project Management Office, Omaha, NE2000-2001
Provider of Clearview field service management software solutions offering extensive capabilities in real-time service.
US NAVY, Command Center Program Manager, US Strategic Command, Omaha, NE 1996-1999
USS BOISE (Nuclear-Powered Submarine), Nuclear Submarine Officer/Plant Engineer, Norfolk, VA 1992-1996
University of Nebraska, Lincoln, NE
MBA, International Business Concentration
The American University, Washington, DC
BA, International Studies
Instructor, consultant and team leader for business training seminars in Dakar, Senegal (2013-Present)
Chairman, Board of Trustees for Crown College, St. Bonifacius, MN (2016-Present)
Mentor for graduate students, The American University (2016-2018)
· General Electric-certified Six Sigma Black Belt: lean concepts & process mapping for transactional environments
· Trained and experienced in GE’s Change Acceleration Process (CAP) and Work Out! ™ tools
· Experienced in Microsoft Teams, SharePoint and Office: Word, Excel, PowerPoint, Visio, Project, and Outlook
· Skilled and effective in written and interpersonal communications from executive to front-line employees