The University of Texas at Arlington

Unable to disclose specific responsibilities due to company policy

Dimensional Fund Advisors

Sr. Associate Business Process Analysis

Providing business transformation and operational improvements to small and medium businesses enabling them to meet their financial goals and objectives in rapid time. Other services include merger and acquisition integration and process improvements.

MaxReturn Consulting Group, LLC

Principle

Peppers & Rogers Group

Sr. Management consultant

Executive level position in the firms consulting services group whose mission is to assist the firms operations group with consulting services focused on process efficiencies and risk mitigation.  Specifically Led the firms’ key “Lean Transformation” collaboration initiative in the Court Orders and Levies organization realizing $1.3m in cost savings while transforming the organization to a “Lean” environment.  Other key projects included risk identification, Data information strategy, and process improvement in areas such as Fraud Hotline and Cash Transaction Reporting.

JPMorgan Chase

Vice President Performance Consulting

Led engagement teams for fortune 50 clients. Responsible for business development and responding to request for proposals for both government and commercial clients. Generated over $5M in new work for the firm. Provided thought leadership by authoring case studies, external speaking events and co-authoring a book titled Building High Performance Government Through Lean Six Sigma published through McGraw Hill.
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• AgustaWestland 
 - International assignment leading a cross functional team on an enterprise wide cycle time reduction project resulting in significant benefits within the first month
 - Facilitated Kaizen events throughout Italy and Europe
 - Trained over 60 senior leaders on Lean Six Sigma (LSS)
• AT&T
 - Led corporate headquartered based team in development of strategic plan by developing more efficient processes, enabling the organization to maintain market share in a highly competitive area (4G LTE conversion).
• State of Ohio
 - Conducted process analysis and re-design of the states HR process and created a shared service for over 100 state agencies.


 Engagement Director, MBB, Federal Services June 2006 – May 2009
• US Army:
• Overall deployment leader partnered with Army Sr. leadership to deploy Lean Six Sigma (LSS) within the Army training and doctrine command.
• Conducted green belt and black classes along with associated coaching to key army personnel and leadership. 
• Developed LSS capability and mastery within the organization through development of key personnel along with key project identification and execution. Assisted with enterprise level projects engaging other major commands. 
• Conducted 7 way kaizen event which earned top awards at national Lean Six Sigma events yielding over $76M in benefits to the overall Army.

Accenture

Principal

Sr.  Consultant, MBB, & Commercial Area Champion		     Aug 2003 – June 2006
•	Responsible for the Business Process Improvement “BPI” program for 2500 employees in three segments
•	Led executive strategic planning sessions (Hoshin) to determine key focus areas
•	Grew business process improvement savings from $3M to $24M in one year, awarded “Vice Presidents Award” from the segment general manager
•	 Mentored “World Quality Day” project winner
•	Yellow belt and Mentor class certified instructor, taught Greenbelt class
•	Developed and taught “BPI Boot camp” class to sales leadership
•	Mentor and coach to Sr. management and general managers on top priority projects achieving record number of executive belts and $24M in benefits
•	Mentor and coach to executive belts, black belts, and green belts  
•	Led several high level complex projects within multiple businesses which included the returns process, call center effectiveness, and customer experience improvements 
•	Awarded “Area Champion of the Year” by peers and Global Business Process Improvement office

Dell

Various

Manager, Dell Corporate Global Ethics Office				Mar 2001 – Aug 2003
•	Managed Dell’s Global ethics program and office (PMO), including 5 international  managers, reporting to the Chief Ethics & Compliance officer
•	Set company’s strategic ethics  policy and direction in accordance with the Federal Sentencing Guidelines
•	Rewrote and distributed globally, the company’s code of conduct “Winning with integrity”
•	Conducted ethics training around the world
•	Partnered with the global senior management team to ensure highest level of integrity enterprise wide
•	Developed company’s fraud investigation process
•	Managed and led  investigations
•	Implemented new Sarbanes Oxley requirements
•	Collected and reported quarterly  statistics for the board of directors meeting  
•	Served as Black belt champion for corporate audit and ethics office
•	Mentored several yellow and green belt projects which yielded $2m in benefits

Global Ethics Manager

Risk Manager,							      	 Oct 1998 – Oct 1999
•	Managed aircraft engine long term service contracts valued at $9B.
•	Analyzed portfolio to develop and implement cost savings and additional income opportunities
•	Capitalized on opportunities which contributed $6m to annual income for the division
•	Utilized six sigma methodologies to improve processes reduce cast and add incremental margin to the program resulting in $2m in cost benefit
•	Developed metrics packages to monitor and control process improvements
•	Facilitated cross-functional teams in evaluating work processes and eliminating non value add tasks and activities (Lean)


Manager, Business Practices & Integration					Nov 1997 – Oct 1998
•	Developed, implemented, and managed business practices program for Texas division
-	Facilitated the integration of GE’s “The spirit and the Letter” into a newly acquired business of 2700+ employees
-	Led integrity and compliance program for division
-	Conducted confidential investigations of alleged policy violations
-	Developed metrics package for Sr. management review and discussion
-	Developed “best practice” of a paperless policies and procedures system utilized by all employees
•	Led integration of GE’s best business practices into Texas acquisitions
•	Recognized as top Business Practices Manager from over 20 worldwide locations
•	Promoted to Aircraft engine headquarters

								
Program Manager,  PW100 Jet Engine product Line   			Aug 1997 – Nov 1997
•	Managed overhaul and repair process for customer jet engines
-	Coordinated with functional departments to effectively manage workflow through repair facility
-	Analyzed cost data recognizing opportunities for reduction
-	Increased profit margins by 2% 
-	Developed metrics to monitor and further reduce costs
-	Promoted to Manger, Business Practices & Integration

Sr. Leader Positions

Senior Financial Analyst							Jul 1996 – Aug 1997
•	Assembled and reported financial results of newly acquired business
•	Developed reporting systems measuring profitability
•	Prepared annual business plans and monthly financial results
•	Evaluated capital project requests for risk and returns
•	Analyzed customer contracts and billing resulting in additional $700k annual revenue
•	Presented and interfaced with Sr. management on a daily basis

Corporate Auditor								 Oct 1993 - Jul 1996
•	Established and managed the internal audit function for international and domestic product repair and parts distribution sales offices.
•	Managed 2 junior auditors on various assignments
•	Conducted operational and financial audits in the United States, Europe and Canada
•	Directed the company’s due diligence activities associated with discontinued businesses
•	Performed confidential security investigations resulting in arrests and convictions

Government Accountant/Small Business Specialist				 Apr 1991 – Oct 1993
•	Developed government proposals for government contracts totaling $60M
•	Maintained company’s cost accounting standards to support ongoing contracts
•	Managed Small Business program exceeding goals set forth by the Small Business Association
•	Participated as committee member in company’s external auditor selection process
•	Promoted to Corporate Auditor

General Operations & Accounting 						Mar 1986 – Apr 1991
•	Held various positions in operations and accounting
•	Supervised cost accounting department comprised of seven billing clerks
•	Responsible for sales journal and month end close
•	Participated in process improvement teams around the organization (quality circles)

Mike Donnelly