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Work History


Mar 2018 - Present

Leads projects that support process improvement (PI) initiatives including system implementations at Carnegie Mellon University (CMU).  Uses statistical analysis, LEAN and six sigma methodologies to provide expert PI and project management services to complex projects. Provides solutions, analyzes, develops and presents data evidence using six sigma and kaizen methods for CMU senior leadership, process owners and key business partners. Larry is a Certified Lean Six Sigma Master Black Belt and Certified Project Manager who manages processes designed to improve sponsored project accounts and payroll systems. He also works closely with the Carnegie Mellon University Delphi Research Group to track and perform data analysis used for the COVID-19 Indicators Map. COVIDcast real-time indicators are used to track symptoms across the United States. Larry monitors the Epidata API (application programming interface) process anomalies of these data sources used to track COVID-19 responses. In addition, he serves as a project team member of the MarCom Digital Assets Management System. Larry is a member of the Carnegie Mellon University Business Innovation Office.  He serves as co-chair for the CMU Project Management Center of Excellence (CoE).  The Carnegie Mellon University CoE offers project management skills, knowledge, and mentoring to CMU departments, business units and employees.


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.


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, Inc.  Served as global process improvement leader for operational standards and compliance initiatives.


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.

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