Experienced in Enterprise Risk Management and business process redesign. I identify critical, core or key processes, their related sub-processes and non-key or auxiliary processes, both operationally and financially, including Sarbanes-Oxley compliance work. Evaluating the value-added (VA) and non-value added (NVA) components, contributions or tasks and their related cost is incomplete without understanding the environment or culture and the personal "Pain Points" that affect stakeholders. (Have you ever felt like some people are actually working against themselves or others?) When looking at how to further improve ERM, CRM, VMS, ERP or any other IT-investment, consider the system users, and how IT fits into the overall process. Remove roadblocks and bottlenecks in your operational or financial processes. Develop processes and desktop tools for operational managers to plan and administer CapEx budgets and plan large scale projects. Create or improve industrial safety programs, policies or procedures to reduce financial risk and improve OSHA compliance. Help stakeholders rededicate themselves to their roles and contributions.