EXPERIENCE
Work History
PROCESS IMPROVEMENT PROJECT MANAGER
Mar 2018 - Present
Leads projects that support process improvement (PI) initiatives and business innovation at Carnegie Mellon University (CMU). Larry uses statistical analysis, LEAN and six sigma methodologies to provide expert PI and project management services to complex projects. Provides solutions and presents data evidence using DMAIC and kaizen methods for CMU leadership. Managed processes designed to improve sponsored project accounts and payroll systems.
Larry also worked closely with the CMU Delphi Research Group to perform data analysis used for the COVID-19 Indicators Map. These metrics were used to identify symptoms across the United States. Larry monitored the Epidata API process anomalies of data sources used to track COVID-19 responses. Larry is a member of the CMU Business Innovation Office. He leads the Project Management and Change Management Center of Excellence (CoE) at Carnegie Mellon University.
SENIOR PROCESS IMPROVEMENT ENGINEER
Jan 2016 - Mar 2018
Evaluated and led complex process improvement projects from initial research and assessment through transition to the management team. Provided support to Treasury Management, Bank Operations and International Trade Services at PNC Bank. Conducted business diagnostics to identify and prioritize projects. Led efforts to improve quality and minimize waste. Presented analysis to senior leaders and developed outcome summary reports.
GLOBAL PROCESS IMPROVEMENT CONSULTANT
Nov 2013 - Dec 2015
Led global initiatives designed to improve efficiency and reduce operating expenses in the USA, Europe, Asia, Philippines, Latin America and Canada. Implemented cost saving solutions designed to reduce absenteeism and attrition across the enterprise at Teletech Holdings, Inc. Served as global process improvement leader for operational standards and compliance initiatives.
SENIOR PROJECT MANAGER
Jul 2008 - Nov 2013
Managed enterprise initiatives: Primary role included leadership strategies, project management, operational excellence, training and six sigma at Highmark, Inc. Responsibilities involved leading initiatives designed to improve performance and reduce operating expenses. Facilitated core leadership meetings and delivered presentations resulting in significant return-on-investment. Served in a cross-functional capacity as a member of the Operational Excellence (OpEx) Team. Facilitated senior staff meetings and delivered presentations. Conducted leadership training for Highmark exempt professionals, managers, directors and vice presidents. Led large projects and consulted with line-of-business (LOB) managers. Served as project leader for LOB and training related programs. Conducted analysis, designed and evaluated leadership development programs.