Laura Pautler Otero

Experience

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  International Medicine Institute of the University of Miami Miller School of Medicine

  Oct 2010 - Jan 2011

  Six Sigma Green Belt Project Consultant

  • Executed database consolidation preparation, utilizing flowcharts to map organ transplant processes for the Kidney and Pancreas division in relation to existing transplant databases.• Championed process improvement, eliminating unnecessary steps, decreasing error rates, reducing costs, and driving employee satisfaction utilizing the Six Sigma DMAIC model.• Delivered flowcharts to define processes including referral, pre-transplant evaluation, waiting list management, transplant procedure and post-transplant follow-up.• Determined areas of potential standardization across Kidney and Pancreas, Liver and GI, and Heart and Lung processes in relation to the Miami Transplant Database. Show less

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  Tropical Financial Credit Union

  Jan 2011 - Apr 2011

  Six Sigma Green Belt Project Consultant

  • Rejuvenated the company’s relationship packages, promoting profitable usage, streamlining member product knowledge and driving overall product usage through the utilization of the Six Sigma DMADV model for product innovation.• Collaborated with Tropical Financial employees, identifying areas for potential improvement and aspects of the business critical to the quality of relationship packages. • Defined a Quality Function Deployment, incorporating credit union member demand into the critical to quality points in order to determine the more beneficial improvements and relationship features. Show less

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  Burger King Corporation

  Dec 2011 - Nov 2012

  Sr. Analyst, Service Management Lead, Global Business Services (GBS)

  • Onboarded new services, providing comprehensive process documentation and value analysis, while drafting policy change communications and executing flow-charting to ensure accurate service catalog compilation.• Contributed to the development of a successful bonus reward program for Global Business Services (GBS) employees, resulting in increased overall performance and facilitating employee integration into GBS processes and procedures.• Conceptualized and implemented an issue ranking system, employing a Failure Modes and Effects Analysis (FMEA) model to prioritize risks, enhance visibility, and standardize processes for accurately ranking GBS-wide issues.• Facilitated continuous process improvement projects across all GBS departments, leveraging problem-solving methodologies to enhance and optimize GBS processes. Show less

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  Burger King®

  Nov 2012 - Feb 2014

  Manager, Marketing Execution

  Role: Managed marketing compliance across 7,000+ restaurants in North America, monitoring merchandising, coupon utilization, and media execution for all calendar products and promotions.Results:• Directed cross-functional project teams, implementing strict timelines for the delivery of calendar items while ensuring compliance across marketing, operations, and Supply & Quality Assurance functions.• Oversaw the creation of content for the Digital Menu Board, successfully implemented in 7,200 restaurants. Collaborated with creative merchandising and calendar teams to align printed and digital merchandising strategies.• Maintained relationships with Digital Media Board vendors, ensuring effective communication and support for ongoing initiatives.• Managed the execution of market tests for newly innovated products, from selecting test areas to collecting results, enabling informed go/no-go decisions for each product. Show less

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  Burger King Corporation

  Feb 2014 - Sept 2015

  Manager, Franchise Contract Management

  Role: Oversaw a team of 14 in contracts processing, managing franchise-to-franchise transfers, new development, and renewal agreements for BK Global.Results:• Directed the collection of $8.5M in revenue through remodel contracts and $25M in new development contracts, successfully achieving company-wide remodel and NRG MBO stretch targets. This initiative contributed to the remodeling of 50% of the North American system and the opening of 500 new restaurants globally in 2014.• Initiated and facilitated the outsourcing of the Franchise Contract Management department, resulting in annual savings exceeding $300K.• Implemented a daily huddle board, fostering more effective, metrics-driven discussions and enhancing team communication. Show less

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  Restaurant Brands International

  Sept 2015 - Jul 2017

  Role: Led the Management by Objectives (MBO) Model process, overseeing target setting, cascading, monitoring, and closeout, resulting in 100% payout of annual variable compensation for all RBI employees. Managed the workload of three team members to achieve performance management goals.Results:• Cultivated strong working relationships with the RBI CEO, Brand Presidents, and approximately 40 leadership-level employees, facilitating effective communication and collaboration across the organization.• Onboarded Popeye's Louisiana Kitchen to the MBO process, establishing company targets and MBO plans for around 145 employees within one month, ensuring a smooth transition and alignment with corporate objectives.• Documented current and future performance management processes, enhancing RBI’s Knowledge Management Register and ensuring continuous improvement of these processes in subsequent years.• Streamlined the 2018 target setting and cascading process, reducing the timeline from four months to 2.5 months while increasing employee participation by 135% compared to the previous year. This redesign required 50% less support staff and improved customer satisfaction scores by over 55% year-over-year. Effectively managed organizational change related to these modifications.• Initiated the development of an Excellence Program for field employees, transitioning from the MBO structure to a more appropriate compensation model that incentivizes employees for both results and the means of achieving them. Show less • Designed and delivered a two-day “White Belt” training course on process identification, mapping, measurement, management, and improvement, including simulations for practical application of training concepts.• Facilitated the White Belt Methodology training for 1,200 RBI employees across 22 sessions, achieving an overall satisfaction rating of 4.7/5.• Enabled 50% of departments to establish process measurement metrics (KPIs) and huddle boards, achieving 100% adoption of company process documentation, which contributed to the development of RBI’s future business model.• Led the successful completion of 10 Lean Six Sigma Green Belt projects, guiding participants through the PDCA problem-solving model to identify issues, determine root causes, and implement streamlined solutions. These initiatives projected approximately $7.5M in savings.• Managed the budget for the Management & Leaning department, overseeing expenditures of $3.7M to ensure effective resource allocation and financial control. Show less Role: Managed the Management by Objectives (MBO) Model process, overseeing target setting, cascading, monitoring, and closeout, achieving 100% payout of annual variable compensation for all RBI employees.Results:• Led the implementation of the MBO model for 500 Tim Hortons employees within a single month, ensuring alignment with corporate objectives.• Facilitated the MBO Committee process, resulting in the modification of year-end targets through regular meetings with the RBI CEO and Brand Presidents to ensure strategic alignment.• Championed the rollout of a new MBO software system, directing process improvement initiatives that enhanced efficiency and reduced employee input by 30% for executing the MBO process.• Cultivated strong working relationships with the RBI CEO, BK Brand President, and all BK Executive-level employees, fostering effective communication and collaboration across the organization. Show less

  • Director (Lead), Performance Management

    Nov 2016 - Jul 2017

  • Senior Manager, Problem Solving Methodology

    Feb 2016 - Nov 2016

  • Senior Manager, Performance Management

    Sept 2015 - Feb 2016
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  Owens & Minor

  Oct 2018 - now

  Role: Responsible for enhancing organizational efficiency through process analysis and improvement using Lean methodology. Integrate the Business System into Owens & Minor’s daily operations by developing key performance indicators (KPIs) and establishing tiered accountability routines to ensure the sustainability of process improvements. Results: • Codified the new product launch execution process, identifying 17 significant gaps, which were presented to the Executive Leadership Team. This led to multiple process improvement workstreams aimed at clarifying roles and responsibilities, streamlining cross-functional proprietary product launches, and ensuring coordinated execution to better support the commercial organization. These improvements enabled $26.6M in new product sales and contributed to a 9% increase in proprietary product revenue in the 1H of 2024.• Developed the “Product Manager Checklist,” a comprehensive guide outlining 45 essential steps for launching new products. This checklist enhances connectivity among the seven functional areas involved and is now utilized to train newly hired product managers, significantly improving their learning curve and enabling the successful launch of approximately 600 new products planned over the next five years.• Established a new process to manage Group Product Organization (GPO) bids for MediChoice products, unlocking approximately $27M in potential sales opportunities outside of Owens & Minor’s distribution channel through the establishment of seven new GPO positions across five product categories in 2024.• Created a commercial pipeline visibility tool tailored for product managers, providing real-time insights into top-line pipeline KPIs and detailed opportunity breakdowns to align with the new category structure. This tool empowers product managers to evaluate their business more effectively and facilitates quicker communication with sales representatives to accelerate opportunity closures. Show less Role: Role: Responsible for enhancing organizational efficiency through process analysis and improvement using Lean methodology. Results:• Established a governance team and key performance indicators (KPIs) to assess and maintain cross-reference coverage, identifying an additional $149M in annual proprietary opportunities (136% increase) and $422M in preferred vendor opportunities (127% increase) for the commercial team’s use in opportunity reports, within five-month period.• Standardized the MediChoice sample processing method, enabling measurement of request volume and processing time, while transitioning workload to centralized services and improving customer packaging and labeling capabilities.• Developed and delivered Business System training to approximately 120 teammates at the 2023 Sales Conference, covering topics such as KPI management and tiered accountability.• Implemented an Interaction Model between Customer Service and Sales to enhance cross-functional communication and promote self-managed process improvements.• Designed KPIs for the Supplier & Portfolio Management Leadership team, promoting accountability across the organization.• Led over 20 cross-functional OMPower problem-solving initiatives, yielding significant organizational impacts. Show less • Conducted a Voice of the Customer assessment to identify supply chain issues at a major distribution client, establishing roles and responsibilities for customer support, implementing a Backorder & At-Risk Inventory Management process, and enhancing team staffing. These efforts resulted in a 157% increase in customer-approved substitutions and a 5% improvement in customer fill rates, restoring customer satisfaction and receiving positive recognition from the client's SVP of Supply Chain in American Healthcare Leader.• Transitioned the Backorder Note Update process to a third-party provider, achieving annual savings of approximately $3.12M.• Co-led Lean Six Sigma Yellow Belt training for 16 customer service teammates.• Documented and transferred the Late Open PO evaluation process to a third-party provider, increasing late open PO note coverage by approximately 17% and reducing workload for customer service and commercial teams.• Evaluated a vendor portal scrape automation opportunity, projected to save around $1M annually while increasing PO note coverage by approximately 26%. Show less

  • Continuous Improvement Business Systems Partner, Director

    May 2023 - now

  • Continuous Improvement Business Systems Implementation Lead, Sr Manager

    Jan 2021 - May 2023

  • Process Improvement Manager, Customer Care Center

    May 2020 - Jan 2021

  • Process Improvement Analyst, Customer Care Center

    Oct 2018 - May 2020