New York, NY 10021  ·  (212) 628-1191  ·  ·

Project Development / Process Improvement / Black Belt Six Sigma


·         Stakeholder Relationships

·         Manage Project Delivery

·         Six Sigma Black Belt

·         Global Operations

·         Executive Communications

·         Measure Performance & Benefits

·         Establish Process Controls

·         Mentor & Grow Team


TEWCONNECT, NY                                            DIRECTOR OF OPERATIONS  2015

Founding partner, responsible for developing operations and business processes to perform small business M&A deals.

  • Performed market research, identified opportunities for Mergers and Acquisitions in US small business market.
  • Developed strategy and social media tools to identify and contract with small businesses owners ready to buy/sell.
  • Developed and maintained pipeline of active buyers and sellers of small businesses.



Responsible for engaging with senior stakeholder, and developing efficiency programs between MetLife and partners.

  • Develop/communicate benefits of efficiency projects and programs to LOB stakeholders, and develop consensus.
  • Implemented vendor framework: cost dispute/resolution, contract renewal and cross-vendor communication.
  • Managed executive budget meetings: budget review, spend analysis, issue tracking, approval of budget changes.
  • Manage $20 million operations budget, identify cost trends and risks, and develop initiatives to remain on budget.


NICCOLLS AND  DIMES, NY                         EXECUTIVE DIRECTOR 2011 – 2014 

An independent consulting practice providing expertise in high value project management for Fortune/FTSE 500 firms.

  • Develop business plan, control framework, and delivery model for shared services program for Standard & Poor’s.
  • Consulted with LPO Elevate: built business cases, develop transformational services for UK “top 10” legal firms.
  • Wrote articles for New York Times subsidiary, on: outsourcing, change and project management.



Drove change & communication plans for rapidly growing matrixed BPO, in U.S., U.K., India, China, S.Africa & Manila.    

  • Implemented Global Project Management Office (PMO), designing and reporting on internal and client projects .
  • Developed and standardized: root cause analysis, risk identification, business cases, and BPO implementation.
  • Developed business strategy with CEO & division heads to increase revenues from $25 to $200 million in 4 years.
  • Implemented Improvement programs, standardized Quality Control, and implemented Six Sigma methodologies.


BEAR STEARNS & CO. INC., New York, NY, 1992 – 2006


Earned multiple promotions spearheading multi-functional areas: presentation services, research, reprographics, technology services, and facilities management to contribute to success of international division of 1,100 bankers and support team.

A change agent charged with driving enterprise change initiatives though global Investment Banking. Implemented Project Management (PMO) department, creating a stable platform for organizational change. Collaborated with corporate stakeholders: IT, HR, Legal, Procurement, Facilities Management and Corporate Security.

  • Developed budgets, managed services for multiple service lines: corporate library, IT services, presentation center, training. Mentored and trained staff of 12 managers, supervised 200 on/off-shore staff, with a $50 million budget.
  • Replaced ambiguous management environment with: documented work rules, uniform job profiles, KPI’s, metrics tracking, operational performance reporting, risk identification, and performance based compensation.
  • Developed PMO group to increase efficiency in departmental and enterprise project implementation.
  • Identify new technology for IB, build business case, work with IT and compliance to develop implementation plans.
  • Contact for IB regulatory requirements, working with IT, Compliance, Legal and Corporate Security departments.
  • Introduced service transformation, re-engineering core services: $10 million (50%) reduced document center costs, $2 million in market data, $1 million in car services, improving service levels, while increasing work volumes.
  • Change projects included: Global Service Training & Documentation; New IB analyst model; Document Center; Document Management Systems; AML, Patriot Act, & Sarbanes Oxley; Business Continuity Plan.
  • Developed, customized and communicated departmental/enterprise communications, internally and across vendors.
  • Produced reports: headcount, budget, vendor, service scorecard, and ad hoc  across all service groups, globally.



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