DAWN M.
DRUMMOND
Swedesboro, NJ 08085 856/241-3923 (home) 856/207-0767 (cell) [email protected] www.linkedin.com/in/dawndrummond www.dawnmdrummond.com
BUSINESS PROCESS & TECHNOLOGY OPTIMIZATION
Enterprising project manager and change agent with insight, vision, and enthusiasm that helps organizations optimize their business processes, maximize their information technology investments, and improve alignment with their strategic vision. With over 20 years of leadership experience in pharmaceutical, information technology, financial services, public utilities and government industries and expertise in information technology, project management, and operations functions, Dawn integrates IT service and solution development with project, process, and change management philosophies and methodologies. Recognized for exceptional customer relationships and transforming fragmented organizations into highly productive teams that foster innovative thinking.
SIGNATURE STRENGTHS
Drives Organizational Effectiveness through Process and Technology Optimization Increase Productivity: Drive organizational effectiveness through process redesign and technology optimization Drive Innovation: Assess problematic operations and implement creative, logical solutions that drive quality and consistency Inspire Change: Create and lead diverse teams that transform fragmented organizations into highly productive teams that foster innovative thinking
PROFICIENCIES
Tools: MS Office (Word, Excel, PowerPoint, Outlook), MS Project, MS Visio, Adobe Acrobat Professional, MS SharePoint 2007, Adobe RoboHelp, Mindjet Mind Manager, SAP Project Management: Development and management of timelines and scope definitions, management of budgets and resources, identification and mitigation of risks, presentation of project updates to all levels of management, establishment of Project Management methodologies, development of procedures & templates Business Analysis: Business Process Modeling, Process Definition Facilitation, Liaison between Business and IT, Establishment of Project Management, Process Definition and Acquisition Integration Methodologies, Business Requirements, Business Writing, Training Documentation and Planning.
PROFESSIONAL EXPERIENCE
Kelly Services 05/2011 09/2011
Senior Consultant to Shire Pharmaceutical-Human Resources Shared Services (05/2011-09/2011) Responsibilities: Directed initiatives & projects for the outsourcing of services and/or the implementation of new software-based tool. Directed the Employee Stock Purchase Plan initiative for 2011 including integrating 3 global enrollments (UK/Ireland, US & Rest of World) into one centralized project plan and coordinated the efforts of 4 outsourced vendors reducing redundant efforts and automating many manual enrollment tasks. Managed the development of a HR Assessment tool that identified all HR functional process areas to be evaluated during the integration of newly acquired company and coordinated the prioritization of core functions.
PPT Consulting
09/2009 03/2011
Senior Consultant to Shire Pharmaceutical-Human Resources Shared Services (11/2010-03/2011) Responsibilities: Facilitated business process re-engineering workshops to map functional processes and to develop working procedures associated with global equity administration, global expatriate payroll and US-based leave of absences. Working with global project teams, created cross-functional process diagrams for the areas noted above that documented the various participants involved and the associated tasks and then identified and eliminated redundant tasks through the use of system features and/or realignment to the proper participant. Identified and documented the detailed task-level operational processes associated with the outsourced administration of leaves of absence and equity administration that supported the change management efforts for each initiative.
Business process improvement, gap analysis, business optimization, business technology optimization, project optimization, methodology development, methodology implementation, Microsoft Office, Microsoft Word, Microsoft Excel, Microsoft Project, Microsoft Visio, Microsoft SharePoint, strategic planning, strategic alignment, team facilitation, meeting facilitation, budget planning, project planning, current state assessment, analytics, problem solver, consulting, information technology, business integration, acquisitions & mergers, knowledge management
Dawn M. Drummond
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Senior Consultant to Shire Pharmaceutical-Specialty Pharmaceutical Information Technology (09/200909/2010) Responsibilities: Acted as single point of contact for SP IT Business Partners and Infrastructure on upgrade projects coordinating risk assessments, testing activities and upgrade deployment scheduling. Facilitated the development and update of a centralized Testing Strategy for network and system operating software upgrades that provided clarity on the various testing methods and processes available. Initiated process changes for managing Microsoft Project Server user access, license tracking and system change control. Reduced the number of urgent change requests by 25%. Managed the upgrade and deployment of Microsoft Project Server Service Pack 2 for desktop and server versions for 300 end users. Facilitated the development of a business continuity plan and supporting documentation for the Florence Distribution Center in Florence, KY. Identified changes to key business processes that might need to be invoked during a disaster or emergency event. Senior Consultant to AmeriGas - Information Technology (09/2009-09/2009) Responsibilities: Assessed the operational readiness of the Information Technology Department to support SAP. Validated the findings of the SAP Run Assessment and the IT Service Management Initiative. Produced and presented an assessment report that provided additional recommendations and considerations in preparing for SAP support.
DAY & ZIMMERMANN GROUP, INC.
09/2004-06/2009
Senior Manager - Strategic Process Improvement (02/2008 06/2009) Responsibilities: Consulted across enterprise to lead and facilitate strategic operational assessments associated with RFP to Order, Order to Cash, Procure to Pay, Recruit to Hire, Hire to Pay that incorporated operational improvements with SAP-based technology enhancements. Managed and facilitated the integration of 3 newly acquired companies that included current state process maps; gathered operational and technology requirements and identified key operational and technological integration points. Improved procedural alignment between the acquired companies and D&Z Corporate Services by 25% and reduced key data revalidation activities by 10%. Architected a methodology for the business integration of acquisitions & mergers that identified the key activities and data elements that resulted in productivity improvements, procedural alignment, improved SAP & business systems alignment along with a reduction in data loss. Worked with Executive and Director-level management to qualify detailed operational needs and key data elements. Senior Manager - Support Services (03/2006 02/2008) Responsibilities: Directed a team of 12 in the turnaround of the Help Desk, Desktop Support and Asset Management groups; managed major service contracts with Dell, Microsoft and Verizon Wireless with an annual estimated value of $3.8 million. Improved Help Desk performance within 6 months by restructuring workload assignments that resulted in improved team effectiveness and improved customer service and satisfaction. Implemented and incorporated self-service functionality and a centralized knowledgebase for technical support documentation that supported continued improvement of Help Desk and Desktop Support Groups performance. Reduced the delivery of new computers by 3 days by realigning the Desktop Support Group with the Network/Infrastructure and Security Teams and providing updated technical support documentation. Senior Manager - Project Management Office (09/2004 03/2006) Responsibilities: Directed a team of 5 in the creation of a project management office and methodology to support information technology projects. Introduced the concept of process definition workshops to clarify project scope and control project change. Facilitated process definition workshops for DZ Security Services and Corporate Accounts Receivables. Incorporated concepts of Six Sigma and discussed how to incorporate metrics to identify future improvement opportunities. Improved operational efficiency for both groups by 15%. Directed a SAP ERP R/3 implementation project that integrated all business critical data in 4 months for DZ EFS UK. Facilitated requirements gathering workshops. Using SAP-based tools, improved integration, project control, and reporting of DZ EFS combined UK and US operations. Reduced post-implementation extensions and rework on SAP-based projects through improved requirements definition and scope expansion management by 40%.
Dawn M. Drummond
TEK SYSTEMS
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07/2004 01/2005
Senior Consultant to Campbell Soup Company - Global Project Management Office Responsibilities: Facilitated the redesign and consolidation of processes and procedures for the Global Project Management Office working with a global team of specialists, 5 based in Australia, 1 based in Canada and 2 based in NJ. Improved project delivery through consolidated and updated procedures by 30% Realigned and monitored management and customer expectations by producing consistent and comprehensive project reporting.
AJILON CONSULTING
02/2004 06/2004
Senior Consultant to City of Philadelphia Department of Human Services (DHS) Responsibilities: Analyzed the business operations of a 60-associate DHS Hotline concentrating on their use of technologies and automated tools. Produced and presented a comprehensive assessment report to DHS Senior Management with recommendations for realignment of work functions along with a restructure of team configuration to improve data analysis and management reporting. Assessed usage of current Automated Call Distribution System. Working in conjunction with Verizon, developed recommendations for the installation and implementation of a new Automated Call Distribution System that included proposed call-routing and call-waiting diagrams and statements.
TEK SYSTEMS
05/2003 12/2003
Senior Consultant to Campbell Soup Company - CTO Group Responsibilities: Facilitated a team of 20 associates to create cross-functional frameworks to streamline the work management process for receipt, analysis and assignment of IT-based service requests. Conducted and facilitated process mapping sessions for Senior IT Management. Improved service delivery by realigning the service request processes and internal work management processes. Reduced the total service delivery time by 2 business days. Eliminated redundant work efforts that resulted in improved communications between internal service delivery teams and the customer. Improved initial communications to internal customers by 50%.
COMPUCOM SYSTEMS, Inc.
03/1998 05/2003
Senior Manager Regional Consulting Services (01/200305/2003) Responsibilities: Directed consulting services for the East and South regions covering 20 states, managed billable assignments of 18 senior network and infrastructure engineers, and performed financial P&L analysis. Improved P&L performance through effective utilization of employee talent and improved expense management and revenue reporting approximately 45% for the East and 16% for the South. Senior Program Executive (02/2000 01/2003) Responsibilities: Served as an expert Project and Program Management resource for regional and national sales and infrastructure service delivery teams during development of proposals and Statements of Work; advanced the development and implementation of structured frameworks for project and service delivery; and directed high-profile technology refresh projects. Served as expert for Continuous Improvement resource for National Account teams and mentored peers. Created and deployed a Continuous Improvement Program that produced 30 initiatives with results varying from improved services delivery and service level adherence to increased revenue or reduced operating costs. Aided National Account teams with identifying possible CIP initiatives within their account programs. Trained and mentored 2,000 engineers, consultants, and managers in the newly implemented Service Delivery and Project Management Methodology that resulted in reduced costs previously associated with productivity losses and scope expansion. Mitigated project service delivery issues for 2 high-profile, high-risk $2.5 million technology refresh projects through improved communications with the customer, CompuCom senior management and the project teams.
Dawn M. Drummond
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Help Desk Operations Manager (03/1998 02/2000) Responsibilities: Started-up a second help desk facility and managed all aspects of 7x24x365 outsourced help desk operations that consisted of 50 help desk analysts. Launched operations within 10 business days of hiring new staff and achieved full operational functionality within 35 business days. Achieved and maintained 95% overall performance level and a 95% retention rate for the first 2 years of operations.
PUBLIC SERVICE ELECTRIC & GAS Nuclear Business Unit
12/1987 03/1998
Business/Client Analyst (04/1992 03/1998) Responsibilities: Analyzed, forecasted, and managed $6 million Capital Expenditure and $8.5 million Operating & Materials budgets for the Information Technology Department; administered and managed contracts for hardware and software maintenance and support; managed computer inventory systems and processes supporting approximately 2,500 workstations and peripherals. Maintained actual costs approximately 0.5% of budget for Capital and O&M budgets for 2 consecutive years. Streamlined and improved reporting and analysis by incorporating automated internal tracking tools.
EDUCATION / AFFILIATIONS
B.S., Business Administration, Glassboro State College, 1987 Six Sigma Certification: Black Belt & Green Belt Villanova University Online, 2005 Project Management Institute Network of Women in Computer Technology
