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Ellen M. Wiss, MBA, PMP

Morristown, NJ 07960 (973) 978-5452 (c); emwiss@gmail.com http://www.linkedin.com/in/ellenmwiss


Project Management ♦♦ Process Improvement ♦♦ Technology Turnaround & Innovation

Proactive, resourceful and collaborative Business Operations and Technology Leader skilled at leveraging project management discipline, process improvement methodologies, and information technology (IT) to drive top-notch customer service and bottom-line results at entrepreneurial to global Fortune 100 companies. Enthusiastic and empowering team builder with a hands-on, motivating, lead-by-example style. Strong track record of planning and leading cross-functional project initiatives to strengthen and support growing organizations. Accomplished in process assessment and reengineering. Passionate champion of employee engagement to improve performance and enhance business outcomes across IT, sales and marketing, finance, client services, training and human resources.

* Project/Program/Portfolio Management

* Technology & Operations Best Practices

* Sales Force Automation (SFA)

* Software Development Lifecycle

* Process Analysis & Improvement * Customer Relationship Management (CRM) * Consulting Advisory & Assessment Services * Training & Organizational Development

* Strategic & Tactical Planning * Financial Analysis & Control * Regulatory Compliance * Change Management


The Wharton School, University of Pennsylvania. MBA, Management. BS, Economics, Summa cum laude. Project Management Professional (PMP), Project Management Institute. Six Sigma Green Belt.



2002, 2007- present

Consulting services for project management, business operations analysis and improvement, and business planning. Principal / VP Business Operations & Chief Catalyst Provide portfolio/program/project management, business planning, technology transformation and process improvement advisory and implementation services to clients in pharmaceutical, financial, insurance and technology services industries.

Engagements have included: Establishment and leadership of a new Enterprise Project Management Office function to promote best project management practices and create repeatable automated processes for supporting the efficient planning, monitoring and delivery of critical, time-constrained tax season initiatives (JACKSON HEWITT TAX SERVICES); Multi- disciplinary project management and process facilitation to define, enable and roll-out new international expansion capabilities (currency conversions, language translations, global regulations, etc.) for a rapidly growing $550M pharmaceutical health care meeting and speaker planning service provider (ADVANCED HEALTH MEDIA); Business Continuity Planning for an innovative Inc. 5000 pharmacy benefits manager (THE MACALUSO GROUP); National market expansion planning and execution for a regional workers’ compensation services provider (FIRST MANAGED CARE OPTION); Root-cause problem analysis of troubled CRM implementation for a national workers’ compensation servicer (ONE CALL MEDICAL); GMP compliant Learning Management System implementation for a pharmaceuticals manufacturer (CHEROKEE PHARMACEUTICALS); Human Resources Information Management System process improvement initiative for a global financial services organization (CIT FINANCIAL GROUP); Business Plan development for a startup visual communications technology integrator seeking equity funding (BUSINESS TV).


National insurance services provider of radiology diagnostic support for expediting injured workers’ return-to-work. Vice President, Process Excellence - Reported to CEO Spearheaded practices and policies to promote culture of disciplined project management and continuous improvement,


stewarding company-wide Project and Process Excellence initiatives in IT, Marketing, Finance, Sales, and Client Services.

Created and instituted a portfolio and project management strategy based on strategic alignment and risk assessment methodology best-practices, enhancing project visibility and prompting resource assignment based on anticipated measurable contribution to strategic objectives. Enabled resource reallocation to support the development and launch of a new web-based customer referral program, generating $1M in added revenue from a $50K investment.

Advised Senior Executive Committee and consulted regularly with department heads to identify and advance opportunities for streamlining business activities and optimizing resource use for maximum return on investment.

Partnered with Finance team to reengineer customer invoice processing which decreased handling errors by 50%, reduced annual labor expenses by $1M, and improved cash flow turnaround time.

Partnered with IT leadership to orchestrate and manage an in-house custom-designed customer service operations support project to replace a failing Siebel implementation initiative. Decreased total development and implementation costs from the strained Siebel-based call center effort by 75%.

Ellen M. Wiss, MBA, PMP

C3i, INC. - Morristown, NJ

Private international supplier of Oracle/Siebel CRM and Sales & Marketing Analytical Services to life science clients. Director, Project Management Office - Reported to CIO Established a new Project Management Office to optimize global resource utilization across different cultures and foster agile responsiveness to growing and changing international demands.

Led global technology project planning, execution, resource management, cost control and post-mortem review, directing and training 20-person IT staff in best project management practices.

Created web-based cross-functional project management approach that facilitated vital international collaboration needed to rapidly start-up a company-first offshore call center in India. This provided a call center startup process prototype for establishing additional company Call Centers at alternate offshore locations.

Project managed the rollout of a new global technical infrastructure and operating processes, enabling timely and reliable offshore Call Center service delivery to the first pharmaceutical client on a tight schedule in only six months.


Set and monitored key project performance indicators, helping to ensure on-time, on-budget, and on-spec delivery.

PHOENIX MARKETING GROUP (current subsidiary of Express Scripts) - Lincoln Park, NJ National Pharmaceuticals Sales & Marketing Services provider. Vice President, Information Technology Services - Reported to COO


Planned and directed all technology initiatives, policies and practices to turn around an under-performing 40-person IT department while improving application delivery and support services for an established and growing client base. The comprehensive restructuring effort enabled the IT organization to reliably support 30+% corporate revenue growth ($25M to $33M) over three years, securing company viability for sale to Express Scripts.

Recruited and developed core management positions; reorganized staff roles and processes across applications development, operations, helpdesk services, and training, improving productivity and morale, reducing turnover by 10% and significantly increasing customer satisfaction (as measured by quarterly survey responses).

Implemented and supported sales force automation initiatives and fulfillment operations for small growing national pharmaceutical companies.

Led $1M technology infrastructure and service delivery overhaul of systems, processes, and personnel in ten months to meet aggressive growth targets and pressing Y2K demands. Built compliant and scalable operation that improved system stability and security, averted threatened regulatory penalties, and reduced operating expenses by $100K.

Established a success-sustaining, customer-focused, information-sharing culture where collaborative teamwork, continuing education, developmental opportunities, and satisfied clients became the standard.



Account Manager, IT Services; Manager, Applied Sales Technologies

Cultivated partner relationships with Sales & Marketing Business Unit leaders, IT teams and vendor suppliers to align technology services and business priorities for maximum benefit realization from $4.5M project portfolio.

Designed and launched an innovative sales force automation solution entailing an industry-first use of PDA’s for electronic signature capture by 2500 sales representatives across six national divisions. Increased field productivity, enabled faster sample accountability responsiveness to regulatory inquiries, and provided prototype input to proposed FDA legislation that eventually became 21 CFR Part 11 regulations.

Streamlined in-house and vendor sales support and quality control processes, reducing annual operating expenses over $120K, decreasing idle field time nationwide, reducing average service time-to-resolution by 10%, and mitigating compliance exposure.

NOVARTIS PHARMACEUTICALS CORPORATION (formerly Sandoz Pharmaceuticals) - East Hanover, NJ


Associate Director, Office Technologies; Manager, Business Systems Support; Manager, Sales Systems

Designed and executed an industry-leading sales force automation project for 1200 national field sales associates, transforming drug detailing, marketing and reporting practices and leveraging $5M investment into $30M return.

Championed and led total quality management initiatives to upgrade technology procurement, end-user training, and helpdesk service delivery processes throughout the US headquarters site.

Managed company-first campus-wide local area network deployment, facilitating electronic communications across previously non-collaborating Commercial and R&D communities.

Represented US affiliate on global team assembled to create systems integration plans for Novartis merger.

* Project Management Institute

* The Human Capital Institute


* American Society for Quality

* NJ Organizational Development Society

* Council of Technology Advisors * The Wharton Club