Anastasia Lamb, PMP

Onbe is a fintech that manages and modernizes customer and compensation payments for corporate clients ranging from mid-market to the Fortune 500. Learn more about our services at: www.onbe.com As Vice President of Program Management, I drive program excellence and strategic initiatives that drive long-term growth. I lead a high-performing team of program and project managers, aligning delivery with organizational strategy and elevating program maturity across the business. My focus is on building scalable frameworks, strengthening cross-functional alignment, and enabling Onbe’s mission to deliver innovative, insight-driven payment experiences that simplify complexity for clients. Among my accomplishments, I have: ➥ Conducted a comprehensive evaluation of team performance, identifying strengths, development opportunities, and capability gaps to elevate delivery excellence. ➥ Reset expectations around goals, success metrics, and delivery standards to ensure alignment with organizational priorities and strategic outcomes. ➥ Led a full program management maturity assessment and developed a roadmap to advance PMO capabilities and operational rigor. ➥ Streamlined project artifacts, processes, and procedures to increase efficiency and foster a culture of continuous improvement. ➥ Directed the evaluation, selection, and implementation of a new project and portfolio management platform, generating $90K in annual cost savings. ➥ Strengthened program governance and cross-functional collaboration to support Onbe’s continued growth and innovation in the fintech space.

HealthEquity is a leading benefits administrator and health savings accounts management platform. As Vice President of Enterprise PMO, I am accountable for managing, optimizing, and scaling all aspects of PMO operations – from strategic planning and budgeting to project prioritization and operational execution. To carry out my mandate, I led a team of 30+ project and program management professionals, business analysts, and organizational change managers (including four directors) to manage a portfolio of enterprise-wide projects, manage a range of strategic change initiatives, integrate corporate acquisitions, and capitalize on revenue generating opportunities. Among my accomplishments, I have: ➥ Developed executive-level briefing material and analytics to guide and inform strategic decisions. ➥ Defined a transparent PMO communication strategy to drive visibility across the project portfolio. ➥ Developed a standardized and scalable PMO framework, tools, templates, and SOPs to drive consistency in project and program delivery. ➥ Provided professional development and career growth opportunities to elevate team performance. ➥ Positioned the PMO as a true growth driver, value creator, and strategic partner to all other departments. ➥ Planned and delivered the Project Management Learning & Development series to provide non-project managers with a strong foundation in project management best practices. ➥ Partnered with program directors to establish, track, and report on program KPIs. ➥ Developed the integration strategy to support two major corporate acquisitions; integrated $3B in acquired revenue into HealthEquity, assimilated acquired talent, and consolidated 19 platforms into 5. ➥ Led the team to achieve 95% successful project management delivery, well ahead of the 80% industry standard.

As Director of Enterprise PMO, I was tasked by the COO to establish a centralized Enterprise PMO from the ground up. I developed a centralized 15-member PMO team by consolidating project management teams from other departments and organizations. I also defined key PMO processes and policies encompassing program management, risk mitigation, and benefits realization. Some of my additional contributions include: ➥ Ensured all PMO processes and policies complied with security regulations, SOX and SOC guidelines, and Project Management Institute (PMI) standards. ➥ Defined and formalized the budgeting process; developed and managed portfolio and program budgets in excess of $16MM. ➥ Established departmental and team goals; facilitated performance reviews to identify and close gaps in skill or knowledge. ➥ Created vertical career pathways for team members to incentivize and inspire high performance. ➥ Periodically forecasted and allocated project resources to ensure timely completion of strategic initiatives. ➥ Developed KPIs to evaluate the portfolio impact and value creation against strategic initiatives. ➥ Leveraged a strategic prioritization matrix to prioritize high-impact, revenue-generating, or cost efficiency projects. ➥ Created a standardized intake process for new projects. ➥ Established a steering committee of C-level executives to ensure maximal adoption of governance best practices.

As IT Program Manager, I was responsible for leading a 3-member team to manage a portfolio of IT projects encompassing infrastructure and application upgrades, maintenance, and modernization initiatives. Here are some of the ways I’ve made positive contributions to business performance: ➥ Managed annual CapEx and OpEx budgets related to the IT program. ➥ Developed the IT program roadmap for all infrastructure projects across all phases of the project lifecycle. ➥ Partnered with IT project managers to manage project scopes, schedules, budgets, risk, and vendor relationships. ➥ Led continuous improvement initiatives to support, optimize, and streamline the SDLC process. ➥ Eliminated overlapping responsibilities, cost inefficiencies, and redundant project management processes. ➥ Positioned the organization optimally to successfully pass multiple SOC 1 and SOC 2 audits.

As Senior Project Manager, I was tasked with leading a team of 5 project management staff to execute technology projects, deploy and operationalize state-of-the-art healthcare applications, and provide technical support for financial and product management teams. Some of my additional contributions include: ➥ Drove a 5-year initiative to transform healthcare via integrated software applications that employed evidence-based medicine, patient engagement, and alignment of financial incentives. ➥ Served as Certified Scrum Master of a ninja agile team; coached team members in agile best practices.

I joined SelectHealth in 2012, where I project managed the implementation of an application that filed System for Electronic Rate and Form Filing (SERFF) templates (mandated by the Centers for Medicare and Medicaid Services) for adding new insurance products to the Federally Facilitated Marketplace. Among my accomplishments, I developed efficient workflows to manage the annual CMS filing process for state-based exchanges.

The masters program expanded my knowledge in the administration of health care services through a variety of courses. The primary study areas included public health issues, long-term care, and ethical, legal and financial aspects of healthcare administration.