Susan Rudman

Led Organizational Change Management and Communications on three global SAP implementations for two major oil and gas companies.

Led Business Transformation activities, establishing Land Administration policies, processes, procedures and training for an Energy conglomerate.

For a pharmacy benefits company, established new organization and improved processes, implemented resource planning/management -- reducing new client implementation cycle time at least 30 days (from over 90 days to under 60 days). Managed organizational change through merger with larger company.

Reporting to the VP of an International Shipping company, planned, defined, designed and implemented organizational, behavioral, software engineering and operational process changes to turnaround troubled “Shipment Management Services” $90M global, (US, Europe, Asia) supply chain project completed “Runaway” project (estimated at 3-years, $30M, overrun at 5-years $90M when engaged) closed in 11 months, <$5M additional. Institutionalized organizational and operational change globally.

For a large IT organization, directed IT Metrics program, reducing the number of metrics collected from over 800 to under 75, providing the ‘right” metrics and processes at the right time, increasing automated collection from under 30% to over 83%, driving an organizational behavior change to “manage by metrics”.

As Online Customer Care Program Manager, led Event Mapping activities in Call Center, optimized CRM organization and processes, implemented role-based and skill-based workforce management, improved training activities and reduced Siebel implementation time by 60+ days.

For one of the nation’s largest telephone company mergers, standardized processes for telephone number assignment and address verification between the companies in less than 4 months, established “common ground” for the standardization of the ordering processes, organization and roles between the companies in less than 6 months.

In less than 90 days, with a team of 300, reduced number of organizational units in a public utility from 29 to 9, finally completed at 11- eliminating need for a PUC rate increase, reducing costs due to redundant processes and overtime.

That's me - you supply the cape!