Cindy Joice_Resume

PROJECT | CHANGE MANAGEMENT PROFESSIONAL

Dedicated leader, project manager, and continuous improvement guru with over 20 years of proven results managing small to large projects and teams for complex organizations and diverse stakeholders. Specializes in complex process and performance analysis, forecasting and trend identification, and leading cross functional teams to re-engineer processes to improve business results.

EXAMPLES OF PAIN POINTS RESOLVED

Increased profit margins

Increased associate and team member performance and engagement

Corrected root causes of project timing and budget issues

Enabled data driven decision making

Delivered “actionable” reports for pro-active changes

Resolved bench strength deficiencies

Enhanced software usability, functionality and data flow between systems (COTS and in-house)

Improved external vendor performance

Rectified capacity and supply to demand issues (resources, inventory, transportation)

Reduced forecast error

Select Accomplishments (across all roles and projects managed):

Used Six Sigma and Lean tools and processes to analyze opportunities and collaborate with leadership at 35 locations to develop solutions and create project plans and charters

Led / managed small to large projects and business change initiatives on-time, within budget, and in scope, with budgets up to $4.75M, impacting multi billions in sales, and encompassing 35 locations across the U.S.

o Performed detailed analysis to determine reasons for variances in department & location performance

Saved over $5M by reducing direct labor by identifying and leading process improvement projects that did not require a capital or technology investment

Presented opportunities and the ideology behind them to audiences at different levels of the organization

Directed and kept efforts in scope - cross-functional teams from multiple vendors, business units, and job functions including developers, programmers, system architects, engineers, business leaders, & SME’s

Overcame countless obstacles related to: o Stakeholder buy-in and support needed for behavior change. o Cross organization support to implement one process across the organization

Conducted extremely efficient and productive project review sessions that identified and allowed for correction of issues before they impacted the project timeline or budget

Led teams in after action reviews and incorporated learnings into future projects

Effectively used automated tools and SharePoint team spaces to communicate, share, and track project progress o Created a WIKI site for internal communication that became a standard across business units

Identified and resolved resource and training issues causing a negative impact on performance

Created a rolling 3 year strategic plan for continuous improvement

Drove data integrity initiatives to create a “One Source of Truth” data repository.

Coached leadership and associates on best practices and performance to expectations.

[email protected] https://sites.google.com/site/cynthiajoice/home

(651) 231-8437 7100 38th Avenue North

New Hope, MN 55427

CINDY JOICE

Delivering Leadership, Accountability, and Excellence

mailto:[email protected]

https://sites.google.com/site/cynthiajoice/home

CINDY JOICE [email protected]

EXPERIENCE

Merrill Corporation – Digital Marketing Department St. Paul, MN 2015 to Current Project | Program Management Consultant with Keyot Corporation Project manager for the digital experience to deploy Merrillcorp.com website utilizing waterfall project methodology. Ensured project met strategic goals and performance requirements set by senior project sponsors. Coordinated efforts across external vendors and internal departments including marketing, operations, sales, and IT. Managed external vendors, timelines, and work streams. Lead teams to reengineer processes in alignment with business changes. Defined and maintained scope, risk, schedules, resource utilization, and change requests to keep project on time and on budget. Program manager for on going post website launch digital initiatives using agile methodology. Led initiatives to improve performance, UX experience, globalization / localization, and metrics of website. Work included business case creations, cost benefit analysis, aligning company strategy with prioritization of initiatives, creation of project plans, work breakdowns and resource assignment, stakeholder communication, and reporting to senior leadership. Coordinated with related project teams including branding and business intelligence initiatives.

Timing: 9 months Budget (excluding cost of internal resources): $3M for external vendors, purchased technology, and subscriptions Est. Benefit / Realization: $2.4M annual (Low end of new sales opportunities expected) Project team: 4 Direct Reports / 31 indirect reports / 12 Vendor Resources / >50 key stakeholders

Purpose: To significantly impact Merrill’s global customer acquisition and growth. Increase inbound traffic, visitor nurturing / conversion, personalization, and support growth of customer accounts by creating a digital experience that for every visitor is pulling them to the next step of their customer journey to improve lead generation and increase sales. Use responsive design to meet customers with an appropriate experience on the device of their choice.

Problem Statement: 7 public marketing sites existed under different brand / product names. Customers did not understand the Merrill brand and offerings beyond the single use they were signed up for. Content was stale, static, and visitors were not nurtured into return visits.

Impact: There was an inability to cross / upsell and investments to drive traffic were not productive

Outcomes: Consolidated 7 marketing sites into one public facing site. Improved SEO ranking and organic traffic. Increased lead generation and sales due to multi-solution selling. Created a shared data platform for improved lead nurturing. Enabled efficient personalization, analytics, optimization, and maintenance.

Project Milestones: o Design (Wireframes, HTML, data flow, UX planning and build, mobile / responsive) o Infrastructure planning and procurement (SiteCore, AppDynamics, Azure PaaS and IaaS, MaxMind, GA,

GTM, Experience DB / XDB) o Website development (Forms, personalization strategy, globalization, lead-nurturing linked to web

content, A / B testing, search standing optimization, chat functionality, product login pages, re-directs) o Content strategy (workflow, general editorial calendar, glossary buildout, video, translations, blogging

and article publishing, new branding / positioning updates) o Testing plans (device and browser priorities, UAT test scenarios, international variables) o Operational support plans (digital properties review / clean-up, change management & deployment,

legal approval, security) o Policy and process creation (digital governance, integrating acquired organizations, taxonomy and

content tag updates, CMS access and security, social media, governance committee selection) o KPI's / analytics (tag manager, GA, SEO, data quality, baselines / benchmarks, dashboard / scorecards) o Documentation (features and functionality, technical design specs, style guide, job roles, use cases) o Communication plans, lessons learned (post mortem), and celebrations


Medtronic - Neurology Division – Project Management Office (PMO) Fridley, MN 2013 to 2015 Project Management Consultant | Resource Management Chartered and managed a Lean project using a DMAIC process (define, measure, analyze, improve, control) to improve project execution and ROI related to resource management across over 450 projects and 650 resources in Research Technology & Development (R&D), Quality, Operations, & Regulatory. Resource Management Lean Project

Timing: 2 Years Budget (excluding cost of internal resources): $100k for external vendors and system upgrades (phase 4) Est. Benefit / Realization: $5M annual / 4 year ramp up (Low end of resource related budget increases) Project team: 6 Direct Reports / 5 Vendor Resources / 144 key stakeholders

Purpose: Have skilled project resources working on the highest priority projects at the time they are needed. Set a strong foundation for continuous improvement to project on-time and on-budget commitments.

Problem Statement: Process and system documentation did not exist, systems were underutilized, data quality was poor, data interface issues existed between 6 key systems, low trust from key stakeholders, lack of key performance indicators, cumbersome reporting abilities, decisions to assign resources to projects are not data driven, key resources are frequently moved mid-project to a new project causing project skill gaps

Impact: Project timeline forecast error >165%

Outcomes: Validated “best in class” resource management system to use for data driven decision making, measurable rules and requirements for resource utilization and assignment to projects, leading and lagging KPI’s and cadenced reporting of metrics to key stakeholders and executive committee, identify continuous improvement initiatives and develop implementation plan

Phase 1 Milestones: Define

Internal and external benchmarking and best practice development

Work flow process documentation (data, decisions, iterative processes)

System validation and documentation (Oracle relational database relationships and dependencies)

Phase 2 Milestones: Measure

Create system metrics (data integrity, interface errors, compliance with rules and requirements)

Create metrics for resource management performance (utilization, re-assignment, escalation of issues)

Create cadenced reporting for key stakeholders and executive committee

Phase 3 Milestones: Analyze

Identify root causes for data integrity issues and metric variances (performance gaps)

Prioritize improvement opportunities

Phase 4 Milestones / Improvement projects selected: Improve

Implement a common communication platform for process documentation and user guides

Train users on rules and requirements and taking action on metric reporting

Upgrade portfolio management system (PDWare) to streamline reporting process

Close system gaps causing data integrity issues and improve usability of data o Develop automated system new resources (eliminated data gap, increased user satisfaction) o Align system data (forecasts, actuals, capacity, etc..) to fiscal months (resolved Finance system issues) o Import consultant actual time worked to project assignments (filled gap in reporting forecast to actuals)

Phase 5 Milestones: Control

Targeted training

Engage leadership in enforcement


SUPERVALU Inc., Chanhassen, MN 1997 to 2011 Sr. Project Manager | Director of Leadership Development Program, 2003 to 2011 Responsibilities included leading initiatives to measure and increase bench strength and operational effectiveness. Oversaw all aspects of assessment, planning, and implementation of functional and leadership learning and development opportunities in Distribution for 1,145 leaders managing over 17,000 associates. Analyzed business, conducted needs assessments, and gap analysis to identify new projects. Obtained senior management buy-in, approval, and sponsorship. Planned projects including the creation of statements of work, scope, timelines, resource requirements, budgets, deliverables, measures of success, and reporting. Assembled and managed vendors, virtual and cross-functional teams, and communicated progress and results to stakeholders. Managed budgets up to $2m (excluding internal resource time). Project Example: Operational Best Practices

Timing: 1 Year Budget (excluding cost of internal resources): 75k Est. Benefit / Realization: 2m annual / 1 year ramp up Project team: 12 Direct Reports (Located in 12 different states) /1 Vendor Resource / >90 key stakeholders

Purpose: Improve distribution center (DC) operation metrics by creating best practices from the best performers

and auditing lower performing DC’s on compliance. Problem Statement: DC’s operate autonomously, looking at performance metrics there are DC’s with much

higher performance than others however no DC is a leader in all metrics. All DC’s think they are doing the best they can and do not think they need to change.

Impact: Operational expenses are increasing by 2% a year for lower performing DC’s and are decreasing by 2% per year for higher performing DC’s (trend over 10 years)

Outcomes: o Identify Centers of Excellence and best in class DC’s using metrics for critical work functions o Team of subject matter experts to build and maintain best practices o Develop Best Practices o Develop resources for on-site/off site training and standardization o Plan for metric reviews and annual audit schedule / content

Additional Projects Managed:

Warehouse closures and openings / operation readiness in a 3 shift environment

Improve product selection process / pick path reduction

Increase customer service levels / root cause identification and correction of issues

Weekly scorecard of leading performance indicators to drive performance improvements

ADDITIONAL EXPERIENCE at SUPERVALU

ASN Program | Project Manager Vendor Managed Inventory (VMI) Program | Project Manager

Supply Chain Management |Analyst


PREVIOUS EXPERIENCE

General Mills Inc., Minneapolis, MN & Pleasanton, CA Vendor Managed Inventory (VMI) Specialist

VMI Planner Customer Service Specialist

Promotion Control Associate Accounts Receivable and Payable Clerk

AREAS OF EXPERTISE

Operations: • Obtaining results • External vendor management • Risk management • Benchmarking • Policies, procedures and best practice development • Customer service • Performance metrics & reporting • Complex problems solving and decision making

Management: • Change management • Coaching • Direct and indirect supervision of associates / resources • Cross-functional team development and collaboration • Communication and presentation skills

Technical: • Systems & software (i.e. MS Project and Office, PDWare, SharePoint, WIKI, Relational databases • Forecasting • Analysis & root cause identification • Six Sigma / Lean tools and processes • Light SQL

KEY COMPETENCIES

Directing Others • Business Acumen • Decision Quality • Developing Direct Reports • Listening • Managerial Courage • Planning • Problem Solving • Drive for Results • Strategic Agility • Building Effective Teams

EDUCATION Bachelors –Management, Marketing, and Merchandising (FRMMM) – 2017 (expected)

Concordia University – St. Paul, MN Associate in Arts – Business

Mission College – Santa Clara, CA

CERTIFICATIONS Qualified Administrator - Myers-Briggs Type Indicator Instrument

Franklin Covey Certified Instructor - “7 Habits of Highly Effective People”

Cindy Joice_Resume

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