Trish Taylor Basile

• Lead delivery of global transformative implementations that integrates digital technologies and solutions in every area of a business • Partner closely with Business Innovation Team, Stakeholders and Senior Leadership to drive programs that transform customer experience, business models and operations by finding new ways to deliver value, generate revenue and improve efficiency • Own and drive end-to-end delivery of multiple strategic and complex cross-regional, cross-functional initiatives with multi-level dependencies. • Understand strategy, objectives, priorities and goals to translate into tactical execution plans • Identify, understand, visualize and manage upstream/downstream dependencies • Anticipate and remove obstacles proactively and effectively • Ensure clear communication for status reporting, issues and challenges to leadership, relevant partners, and team members • Lead continuous improvement efforts to optimize productivity and processes for the organization

• A passion project. Our mission is to break the cultural sigma about the capabilities of people with Autism. • Oversee operations, state and organic compliance, supply chain logistics, fundraising, grant writing, marketing, and customer experience.

•Governance: Designed and implemented the first Enterprise Governance framework & process for Programs and Projects valued at $250k-$5M+ and with cross-functional impacts. Responsible for the breaking down silos within the organization to strategically align the business with IT and prioritize initiatives. Defined a gating process and ensured engagement with the governance and executive committee. Facilitated the business case gating process to ensure alignment to strategic and value outcomes, deprioritizing projects that do not align to corporate strategy or have significant ROI. Created project artifacts: Business Case, RACI, Business Requirements, Project Plans, ROI, Gating presentations, Change Management Plan, and Project Retrospective templates. • Strategic Planning: Improved the production, alignment, measuring, tracking, and reporting of our OKRs (Objective Key Results) to our enterprise leaders and board members. Ability to design long-term strategies into digestible short-term goals. Led team of cross-functional ambassadors. Spearheaded the team to complete Microsoft’s OKR Leadership and Foundations training. • Enterprise Reporting: Consistently attained monthly reporting of all Portfolio Reporting: Project Status, Budget (Planned vs Actuals), Project Milestones, Issue/Risk Mediation, and overall health. Advocate for increased transparency. • Leadership: Built a new team of 10 Business Solution Program / Project Managers and Process Analysts during the pandemic. Develop rapport with staff and teams to create trusting relationships. Led executive status meetings, navigate issues that led to decisions and outcomes. Oversee talent acquisition activities, mentoring, identify training requirements. Conduct performance management activities, such as performance reviews, goals, development, team building, and continuous feedback.

•Process Efficiency: The conduit between senior leadership & SMEs as the Product Ops Liaison to drive the current state analysis of processes while taking into consideration: appropriate inputs, process details, process outputs, customer requirements, maximizing revenue profit/goals, eliminate unnecessary work, bottlenecks, & avoidable waiting times. Consolidated implementation paths by reducing number of touches & adding automation. Created company-wide operational execution plans with primary focus of launching CRM campaigns in Europe. Defined new process on the foundation of the existing process, refining to accommodate locale and culture. Established & drove a complete execution plan that is phased to address immediate needs as well as long term execution. •Performance Management: Defined quality measures & identified key performance indicators in alignment w/organizational core competencies, made recommendations & drove adoption for process improvement regularly. •Organization Design & Skills: Ensured the work & the people are properly aligned, their roles & responsibilities, as well as capability for building automation. Identified tools, reporting/analytics, training: short term vs long term needs, initiated/managed the mapping of skills to roles, identified KPIs and measured productivity for various roles. •Organizational Adaption: Developed a culture that works together in a collaborative way and aligned, executed, and renewed itself faster than the competition. Developed repeatable, measurable, and scalable processes to speed time to market and improved operational efficiency against measurement. Promoted a culture of continuous improvement and commitment to automation. •Campaign Organization: Ensured standard project templates were established and followed, particularly for new programs and aligned with current templates for other significant initiatives. Trained the management team in these standards and ensured common practice and clear accountability.

• Managed quarterly and ad hoc releases of up to 35 products and a release team of 60+ resources, which can include over 100 defects/enhancements, through release cycle, documented and tracked project schedules/deliverables, and reported on progress, issues, risks, and post-production issue tracking. • Successfully delivered results in a matrix-based organization with team members in India, California, and Chicago. • Created and implemented an Operations Questionnaire for the business to gather Operational Requirements. This was an accomplishment that bridged the IT organizations to work together, breaking down solos, while also identifying additional requirements earlier in the project.

• Deployed and managed the upgrade of the Materials Management System, an inventory and procurement software system with 2,500 users that managed the procurement process from purchase to receipt, at all 18 MGM MIRAGE properties to ensure a more consolidated and functional database. Annual cost saving per vendor $2.4M. • Implemented barcoding functionality at property warehouses. Worked with Inventory Control and IT with certifying printers, installing software and stabilizing business practices. This functionality allowed for more automation and less manual labor. • Responsible for overall day-to-day project management activates such as: reporting status, scope, timeline, budget/project estimation, staffing, driving project delivery, and support while working with end-users to gather and assess business needs and translate into technical specifications. Created marketing and communication to end-users and business sponsors. • Assisted with the development and review of Project Office documentation and processes while ensuring that enterprise standards, guidelines, and methodologies are adhered to.

• Managed the development of 5 major web applications with multiple projects. • Led 4 development teams throughout the project lifecycle consisting of business analysts, development teams (onsite, offsite, & offshore), and quality assurance. • Provided input and direction of web designs/layouts, graphics, HTML on existing and new web applications. • Communicated and coordinated with user groups and bridged the gap with development to develop successful projects that met user group/stakeholder expectations. • Worked closely with the Product Manager and at times representing her during her absence to ensure that overall business user group needs were managed and coordinated with the IT development teams; included working closely with the Business Unit IT stakeholders to translate their requirements into the proper direction of the multiple web products.

• Managed Process Actions Teams for the implementation of CMM Level 3 – Intergroup Coordination and Integrated Software Management. Led teams charged with the development and design of processes used in Allstate Protection Technology for the development and/or maintenance of software applications. • Developed project approach, scope, timeline, budget/project estimation, and overall staffing model. Assigned, managed, and developed project resources. Controlled project budget, expenses, and scope. Managed risks, issues, and problem resolution. Managed project relationships (business, vendors, internal users). Used functional, business, and technical knowledge to deliver the best solutions. • Developed and enhanced project processes, standards, guidelines, and templates to ensure projects are following a repeatable and consistent methodology. • Organized and lead meetings with project managers and team members to gather requirements, identify and resolve issues and monitor status through a project’s lifecycle.