Experience

• 

  Verizon

  Aug 1997 - Apr 2012

  Manager

  • Responsible for flowthrough performance team. This includes monthly conference calls and analysis with the team to ensure new processes are written where necessary.• Responsible for project managing deep dive within NDNC. Deep dive involved traveling to each location, working with team members on creating process flows, identifying best practice and process breakdowns.• Responsible for metrics within the NDNC to include scorecard, absence, ISO, and ad-hoc reports as requested• Responsible for ISO certification. We currently have two separate certifications, working towards one certification and to include the former VZB teams.• Responsible for absence administration to include ensuring documentation is correct and also overall absence results are on target. This includes weekly reports, training and support to the Supervisor team.• Responsible for process improvement within TP&O and also external organizations that interact with TP&O. My team is responsible for working on process improvement as requested and also initiating improvements through trend analysis. • Responsible for business continuity planning for all of NCP. I am the SPOC for my VP which includes: Transport Provisioning and Optimization, Transport Creation Center, Long Haul Switch and Local Switch.• Responsible for project managing reorganization between three director groups. Responsibilities included creating PMO and FMO process flows, developing timelines for all activities related to the reorganization and also identifying and clearing any potential roadblocks.• Responsible to work with regional and national project management teams to oversee the network creation relative to FTTC. Show less

• 

  Verizon

  Feb 2014 - now

  • Lean Six Sigma Black Belt Responsible to identify and drive projects with maximum benefit through conclusion.• Ensure tight engagement with Champion and Stakeholders and collaborate on scoping and solutions leveraging VLSS methods.• Current Project is to reduce overall build interval on facilities for customer service requests.• Six Sigma methods include; Workout session with team of 21 employees and Executive Panel.o Four Solutions were approved and working towards closure.• Utilizing the DMAIC process for closure on first black belt project. Show less

  • Director

    Jan 2024 - now

  • Assoc. Director

    Jan 2023 - Jan 2024

  • Sr. Manager

    Jan 2014 - Jan 2023

  • Senior Consultant

    Apr 2012 - Jan 2023

  • Manager

    Feb 2014 - Jan 2021