Jack F.

Drive enterprise-level initiatives that enhance organizational effectiveness, improve customer satisfaction, and align strategic business goals with operational execution. Lead cross-functional teams, including project managers, business analysts, and client delivery teams, to deliver high-impact outcomes across a complex, matrixed environment. Key Responsibilities: • Direct large-scale project delivery efforts, ensuring alignment with business priorities and measurable success metrics. • Translate complex business needs into actionable roadmaps, balancing long-term strategy with immediate execution. • Oversee data-driven performance management, utilizing reporting and analytics to inform executive decisions and optimize outcomes. • Foster a culture of continuous improvement through collaboration, transparency, and accountability. • Leverage automation and process improvement to streamline operations, reduce friction, and increase value delivery across the organization. With a focus on scalable, client-centric solutions, I enable teams to move faster, think bigger, and deliver more with less, all while maintaining a sharp eye on quality, risk, and impact.

Notable Contributions: Automation Achievements: Financial Impact: Delivered 28 process improvement projects throughout the year, saving the business $4 million. Automated a letters process end to end, achieving a 91% reduction in manual work volume. Incident Management: Dramatically improved incident management, reducing average incidents from over 88 incidents to 20, and closing over 400 incidents since May 1st. Strategic Execution: Rapidly completed conversion from Change Healthcare to preferred vendors within two days following a cyber-attack, ensuring business continuity by securing a backup vendor. Resulted in 600k savings to business.

Responsible for improvements to business processes to support the strategic direction, growth and performance at Carelon.

Managed and implemented the quality management and quality improvement programs for all pharmacy claims as well as quality assurance and compliance functions. • Created a Quality Management System for Medicare rejected claims which is currently at a 100% passing rate for FY 20,21 and 22 based on Internal Audit Department inspection. • Developed action plans to improve performance results and share best practices with business units which resulted in reduced bottlenecks and continuous improvement that improved quality scores by as much as 25%. • Reduced the workload of auditing team by 90% utilizing automation tools and database development. • Utilized scrum principles to implement a Quality Management System from concept to go live in 9 days to support company compliance requirements. • Supported Independent Health Associations pharmacy plans gain a 5-star designation by Centers for Medicare and Medicaid in 2022 & 2023

Responsible for ensuring quality procedures are being followed in accordance with Standard Operating Procedures • Created audit process and metrics for reimbursement products department that resulted in financial and process accuracy scores of 98+% for the department. • Identified claims processing system limitations and brought together executive leadership which resulted in subsequent system migration which reduced company risk exposure by $ 1.5 million and administrative expenses by $60,000 and improved member experience for 14,000 members. • Performed audits of over $ 4 million dollars of reimbursement claims which reduced financial risk to the employer groups by over $ 175,000.

• Achieved 80 % success rate in placing clients with 95% retention rate with $1,250,000 of net income added to the economy through job placements. • Developed over 100 strategic partnerships with companies across many different industries by effectively communicating the value a veteran has to offer a company, and linking those companies to potential candidates. • Established marketing campaign which led to increased employer engagement by effectively communicating value of veteran’s soft skills. • Implemented quality assurance procedures which resulted in 30% increase in accurate job placements. • Provided counseling to veterans on barriers to employment and provided training on resume and interviewing skills as well as ways to overcome those barriers.

• Managed staff of 30 to ensure the efficient handling and processing of over 10,000 packages per day, minimizing operational cost and maximizing operational quality. • Implemented FedEx Ground safety program which resulted in zero safety incidents on shift. • Coached staff on loading techniques to improve efficiency. • Analyzed operational performance and implemented quality management procedures to improve quality metrics from last in district to 3rd in the district from 92% to 99.6% in 14 months. • Member of Quality Assurance team that reduced damage claims from 3.5% to less than .5% of total volume. • Investigated, resolved and or/escalated customer service issues as appropriate.

Served with 3rd Battalion 7th Marines as NBC Chief. Achieved rank of Corporal. Managed a team of 5 Marines. Responsible for training, maintenance and procurement of equipment for 1400 personnel.