Associate Director, Business Process Optimization at Markel Corporation (2022-01 – Present)
Own high-priority, often ambiguous transformation initiatives, taking each from leadership concept through execution and adoption across a 400-person Global Finance organization.
- Finance of the Future Transformation — led execution on cross-functional initiatives within a CFO-sponsored, five-pillar transformation, driving them from idea to completion and aligning People, Process, and Technology at each step.
- Led cross-functional project teams implementing new processes and technology, through to full adoption.
- Facilitated regular Hot-House and strategic-planning sessions to bring teams together, improve collaboration, and keep leadership focused on the long-term roadmap.
- Finance Talent Team — led a standing committee of 10-15 volunteers for 5+ years, with representation from every department and location, chartered to raise capability across the 400-person Global Finance organization — a leadership role taken on in addition to core responsibilities.
- Built and ran the full program: monthly 'Stop-Drop-and-Learn' sessions, newsletter articles on personal-development, curated learning resources, and major CPE events, with attendance tracking, needs surveys, and quarterly progress readouts to leadership.
- Partnered with HR to drive adoption of online learning ('Markel University' via Skillsoft & LinkedIn Learning) and presented learning opportunities to the full Finance org at quarterly all-hands meetings.
- AI Enablement & Adoption — served as a lead tester and early adopter in the company's Tech Champion Network, piloting Microsoft 365 and Copilot across the Finance org and coaching teams to adopt AI as a daily thought partner.
- Scoped AI use cases and led business requirements that feed the technical team's build of production agents — orchestrating the solution rather than writing the code.
- Compressed one leadership-development program's build time from weeks to under a day using Copilot, teaching both the concept and the underlying AI skills.
- Maintained hands-on fluency in Copilot Studio, Power Platform, and Alteryx — enough to prototype solutions and give technical teams precise direction.
Change Management Lead — Oracle Fusion, Guidewire BillingCenter, Project Phoenix at Markel Corporation (2017-01 – 2022-12)
Dedicated change leader across three enterprise transformation programs, owning change management and communications.
- Owned the full change lifecycle on major global software implementations — from project onset through go-live and into sustained adoption — ensuring program goals were realized through user proficiency, not just technical delivery.
- Led change and adoption for the Oracle Fusion implementation: the daily system for a 400-person Global Finance team, with invoice-approval and expense-reimbursement workflows reaching all 5,000+ employees and supplier base.
- Drove change for the Guidewire BillingCenter rollout across a 50+ person billing team, managing downstream impact to every internal group interfacing with policies and to thousands of customers.
- Established and led networks of Change Agents to carry end users through each transition, and managed consultant teams to build training curriculum and enterprise communications for both employees and leadership.
- Built repeatable change capability that let involvement ramp down across successive phases of Project Phoenix — enabling the move into the Associate Director role while change continued to land.
Manager, A&F Business Process at Markel Corporation (2014-01 – 2017-12)
Built process-improvement and change-management capability across a 400-person Global Finance organization.
- Championed process improvement and change management across the Finance org — running projects and raising organizational awareness that laid the groundwork for Markel's dedicated transformation and change roles.
- Supported worldwide software implementations with project management & organizational change management.
- Partnered with departmental leadership to identify and prioritize the highest-value project opportunities.
Manager, Six Sigma at Dominion Resources (2008-01 – 2013-12)
- Owned end-to-end development of Six Sigma practitioners across every tier — Blue Belt through Master Black Belt — delivering classroom training and mentoring each through certification and live project completion.
- Enabled $500M+ in validated savings cumulatively, grounded in data-driven analysis.
Emergency Storm Operations — Site Leader at Dominion Resources (2008-01 – 2013-12)
- Directed 24/7 site operations during major storm events, leading a core team of 10-12 responsible for the safe onboarding and dispatch of 1,000+ line contractors restoring power across the system.
- Owned the full logistics chain under acute pressure — badging, mapping, lodging, feeding, materials staging, and dispatch — coordinating inbound crews with storm operations centers to get workers where power needed restoring.
Manager, Operational Excellence at Earth Tech Inc., A Tyco International Company (2006-01 – 2008-12)
- Built the Six Sigma talent pipeline within the shared-services center and stood up a Strategic Sourcing analyst team from the ground up, together delivering $11M+ in savings.
- Stepped up as the senior belt to take global ownership of all Earth Tech Six Sigma practitioners — coordinating worldwide and reporting to Tyco corporate — as senior program leadership transitioned out during a divestiture.
Six Sigma Black Belt | Strategic Sourcing Specialist | Nuclear Procurement Engineer at Dominion Resources (1998-01 – 2006-12)
- Led problem-solving teams delivering over $2M in savings across HR, Supply Chain, and Accounts Payable.
- Developed post-merger processes, metrics, and tools, and managed multi-supplier IT project implementations.
- Implemented the SAP Quality Management module and established data-driven performance metrics for the Nuclear Materials organization in a high-consequence, highly regulated environment.
Supervisor, Supplier Quality Engineer at Siemens Automotive (1997-01 – 1998-12)
- Led a team of quality inspectors and managed 150+ suppliers to ensure incoming material quality.
- Led process improvement teams inside the plant and in partnership with suppliers.
