Who We Are
“A bad system will beat a good person every time”
– W. Edwards Deming
Before I was introduced to the teachings of Edwards Deming, I was working my way up the management ranks of a regional bank in Buffalo, New York, experiencing firsthand the impact of ‘bad systems’ that demoralized employees, negatively impacted the bottom line, and did not deliver good – never mind superior – service to its customers. I found that I was drawn to, and developed a passion for, working with employees who are closest to the work to address operational inefficiencies that got in the way of delivering great service to their customers. As I gained a reputation for ‘getting stuff done’ by leading teams that tackled operational problems or introduced new processes, I realized that success was more likely to come by engaging frontline colleagues that not only helped to deliver better outcomes, but also served to significantly improve trust and mutual respect between employees and managers.
I was fortunate in that my strong operations background provided the key to an invitation to join a start up mortgage banking company with a couple of senior bank partners, who looked to me to set up and manage operations for the new company. I was realistic enough to recognize the fact that being young, female and inexpensive was a big selling point! I learned a lot, and made a lot of mistakes, but that experience provided the jumping off point for a journey that I could not have predicted at the onset – from starting another mortgage broker company on my own, to merging it with a growing real estate-owned mortgage company some years later, to joining HSBC Bank as a Senior Vice President, and then recruited by McKinsey & Company as a Service Operations Expert, focused on implementing Lean transformations for financial services clients. As I look back over the factors that drove my career decisions, the recurring theme was always How Can I Make it Better? The opportunity to serve clients as a consultant in problem solving their own challenges of How to Make it Better and help them in building a culture of continuous improvement is something that I am grateful for every day.
During my five years at McKinsey & Company, I had an opportunity to work with some amazing Lean Experts and to work across multiple industries (financial services, government, telecom, food manufacturing) and many business challenges (operational improvements, building continuous improvement cultures and sales transformations).
Some of my projects included:
- Leading a global payments company through their Lean transformation, coaching site leaders at all levels and Change Agents on effective best practices, capabilities building and role modelling to build a culture of continuous improvement to ensure continued positioning as a global leader in their industry, achieving 40% in cost savings and a 70%+ lift in productivity gains.
- Coaching a Caribbean Bank Collections Department on process improvements and effective collection call center protocols, achieving 21% improvement in collection results during the pilot, while preserving and protecting the bank’s reputation and its 40% market share on the island.
- Led a team of coaches in a national sales transformation and capabilities building for a national telecom company, resulting in an average 15% revenue improvement per region and an average 11% improvement in orders per rep within the first six months.
- Provided long-term coaching and capabilities building to a large U.S. city’s procurement department, enabling the realization of $5 million in cost reductions and sustainable effective procurement practices going forward.
I have an MBA from Canisius College of Buffalo, and a B.A. degree in Sociology from the University of New York at Buffalo, where I graduated cum laude.