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Work Background
Larson Design GroupDirector
Dec. 2023
Larson Design GroupDirector Project Management
Dec. 2023 - Feb. 2026Role Summary:
Enterprise delivery and execution leader responsible for strengthening project performance, financial outcomes, and project execution discipline across a multidisciplinary consulting organization. Key Contributions:
-Designed and implemented an enterprise project delivery framework, establishing governance, standards, and performance visibility to improve delivery consistency and predictability across the organization
-Built and accelerated project management capability through structured talent development, certification pathways, and coaching—significantly strengthening leadership bench strength and execution maturity
-Led the transformation of project management roles, expectations, and development pathways to improve productivity, client outcomes, and leadership capability
-Improved financial performance by increasing the percentage of projects meeting profitability targets by 20% and reducing cost variance by 10% through stronger forecasting, budgeting discipline, and cost controls
Implemented enterprise resource planning and forecasting capabilities through Deltek Vision Resource -Planning, improving utilization visibility, capacity planning, and portfolio-level decision support
SVT Consulting, LLCFounder
Jun. 2023Columbus, Ohio
The Ohio State University Wexner Medical CenterDirector, Management Engineering and Process Improvement
Apr. 2013 - Feb. 2023Columbus, Ohio Metropolitan AreaEnterprise operations and transformation leader responsible for directing multidisciplinary teams—including data scientists, project managers, and process engineers—to strengthen operating performance, labor productivity, and executive decision-making across a large, complex academic health system.
Key Contributions:
-Led enterprise operational efficiency and labor productivity programs supporting workforce planning and decision-making for clinical and non-clinical teams
-Directed the Productivity Management and Process Improvement function, providing enterprise governance for analytics-informed operational improvement
-Applied demand forecasting, scenario modeling, and simulation techniques to evaluate staffing requirements, capacity constraints, and service demand
-Modeled patient flow, resource utilization, and process performance to inform operational design, staffing strategies, and performance priorities
-Designed and optimized end-to-end operational processes using Lean and DMAIC principles to improve throughput, reliability, and service delivery
-Owned and executed the Health System’s Strategic Process Improvement Plan, aligning modeled insights with enterprise performance and investment decisions
-Established portfolio-level execution practices to prioritize, track, and deliver cross-functional operational and improvement initiatives
-Partnered with executive leaders to apply project management discipline, governance, and performance visibility to complex, multi-year transformation efforts
-Oversaw enterprise productivity and benchmarking platforms (Action OI, Visionware) to inform labor planning, operational forecasting, and decision-making Scope: 4 hospitals, 150+ ambulatory sites, shared services, research operations, College of Medicine, and affiliated entities across The Ohio State University health network.
The Ohio State University Wexner Medical CenterInterim Director, Management Engineering and Process Improvement
Sep. 2012 - Apr. 2013Columbus, Ohio Metropolitan AreaRole Summary:
Interim leader responsible for managing process engineers and analysts while advancing operational excellence and productivity management across the Medical Center. Key Contributions:
Managed the Productivity Management and Process Improvement Department, leading process engineers and analysts, delivering enterprise operational improvement initiatives
Led system-wide operational excellence and continuous improvement efforts using Lean and DMAIC principles across clinical and administrative functions
Directed and coordinated process improvement initiatives across the Medical Center, driving improvements in efficiency, throughput, and performance consistency
Oversaw enterprise productivity and benchmarking platforms (Action OI, Visionware) and led process improvement training and curriculum to embed a sustainable culture of improvement
The Ohio State University Wexner Medical CenterSenior Management Engineer
Nov. 2008 - Sep. 2012Columbus, Ohio Metropolitan AreaRole Summary:
Senior process engineering contributor providing analytical, modeling, and facilitation expertise to improve operational performance and workforce utilization across the Medical Center. Key Contributions:
-Provided process improvement expertise and facilitation focused on throughput, cycle time reduction, and improvement of key operational performance indicators
-Conducted operational assessments, productivity analyses, and staffing studies to support effective utilization of labor resources across clinical and non-clinical areas
-Evaluated the operational impact of new technology, office layouts, and facility design changes to inform workflow, staffing, and capacity decisions
-Supported capacity analysis, lean design, and process optimization through simulation, modeling, and analytical decision support
Additional Contribution:
Mentored and coached process engineers, sharing analytical methods, facilitation techniques, and best practices to strengthen team capability and consistency
ExelSenior Supply Chain Analyst
Dec. 2001 - Oct. 2008Westerville, Ohio•Led various Exel site-sponsored reengineering projects in North America using lean and six sigma methodologies (DMAIC)
•Served as project manager for effective implementation of identified opportunities for improvement of productivity, budget spend, and cost reduction key performance indicators
•Successfully implemented improvement plans for multiple sites resulting in $4M in savings within 6 months and an additional $4M in revenue •Managed RFP response cycle process for new business pursuits with average deal size of $8–12 million; secured and launched nine new business contracts using DMADV methodologies
•Collaborated with Operations, IT, Finance, and Business Development to engineer optimal supply chain solutions, support just-in-time delivery, minimize inventory using lean principles for new business pursuits, rebids, and reengineering projects; resulted in increase in throughput and 3% additional revenue
- Implemented 5 sites Quality Management Systems and achieved ISO 9001 certifications
TNT LogisticsLogistics & Quality Coordinator
Oct. 1999 - Nov. 2001East Liberty, OH•Created and provided performance metrics scorecards, implemented, developed and maintained databases for transportation of materials to and from Honda Manufacturing of America sites for TNT’s East Liberty Cross-dock and transportation contracts
•Managed and participated on cross-functional process improvement teams
•Implemented and managed ISO 9002 standards upon site certification as quality manager and lead auditor
Columbia Gas of OhioCommerical Sales Engineer
Aug. 1997 - Oct. 1999•Managed all new and existing commercial and equipment process projects in Southeastern Ohio; exceeded sales stretch goals each year resulting in an additional $3.5 million in contracts •Provided clients benefit-cost analysis, energy, and rate comparison studies, natural gas equipment usage, utilization recommendations, and efficiency studies twice yearly
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