Timothy Krzywisseau

– Core operational responsibilities include supervision of knowledge specialists and external contributing partners and acting as a coordinator/chief of staff among regional teams and as a departmental liaison across the Firm with regular reporting to leadership. – Special projects work includes facilitation of cross-functional workshops to redesign processes and elicit systems integration requirements, revisions to client-matter taxonomies and retroactive updates to sources of record, advanced analytics and auditing of core Firm systems, and collaboration with Innovation, Legal Project Management, Pricing, and IT on technology development and requisitions to address problems and requests that have been scored for impact and strategic alignment.

– Responsibilities primarily operational, including oversight and improvement of an electronic closing binder system and process, governance of a global knowledge bank, departmental budgeting and goals and accomplishments reporting, and regular and ad hoc training of joiners on Knowledge Management resources. – Notable projects include elaboration of a legal services center, redesign of a suite of intranet practice pages, and project support on compliance risk assessments for a UK practice team.

– Notable projects include redesign of commercial terms logic and processes in a matter intake system, design of a billing "Clearinghouse," creation of a client policy management system roadmap, and standardization of compliance risk assessments for a UK practice team.

– Developed and applied a 3-level control framework to a health plan data ecosystem responsible for managing $30bn in annual payments for gated healthcare products, designed to achieve six sigma accuracy. – Established Six Sigma quality targets in production processes, designed to reduce operational costs and adverse downstream impacts by several million dollars annually. – Developed a productivity and quality scorecard for Contract Load, Claim Rules, and Rate Tables with simple, actionable metrics. – Contributed to a 50% improvement in financial controls, from a maturity score of 10 to 15. – Built a consistent measurement system to baseline claim rule and rate table accuracy, set goals, and implemented a business plan to achieve them. – Elaborated a framework and project plan for development of non-financial controls over a suite of provider data files.

– Owned re-branding and business development for a health insurer's clinical learning organization, including web presence. Project plan point of contact for clinical operations and utilization management. – Directed a 5-person team on 70 SharePoint design and governance projects, training 500+ associates and automating data and processes for a 2.5 FTE time savings – Expedited completion of 6 end-to-end learning projects training 1000+ associates and ensuring regulatory compliance and business continuity for 15 state-regulated programs – Owned governance oversight of 8 core departmental data tools and processes and 10 client-facing training and resource sites

– Drove product design, implementation, and product management for an in-house process and data control system for managing all aspects of a health insurer's clinical learning and development organization. – Led department-wide redesign of 11 high-level, end-to-end processes, reducing to 9 and eliminating 15 steps through process changes and supporting systems development – Implemented Process Discipline framework for revision control of 31 forms, implementation of an issue tracking system, and leadership visibility into processes – Facilitated strategy development, process owner decision-making and prioritization for 22 projects resulting in a 2 FTE savings and 150% increase in data capture and quality – Managed 15 testing, reporting, and data management processes and applied Six Sigma and Lean methodologies to automate processes, reducing reporting time by 98% – Conceived, developed, and led 6 department-wide optimization projects that increased capacity to meet business demands and capped systems-related FTE growth

– Managed all aspects of several cross-functional programs in client experience, new business development, project intake, and internal compliance. – Managed a $1M pilot to rationalize consumer communications, reducing touch points from 38 to 22 and measuring impact on costs and member retention – Coordinated state-by-state network-building efforts for Medicare-Medicaid dual-eligible programs, adding billions to top-line revenue – Facilitated IT project pre-launch: proposal and budget development, functional prioritization, business case and cost-benefits analysis, and executive approval process

– Supported senior leadership with financial, planning, and other initiatives in a customer facing role. – Determined requirements, researched solutions, and implemented numerous tracking and reporting tools in collaboration with business leads and data and systems SMEs. – A budget tracking tool emphasizing transparency and ease-of-use, currently used to monitor $2.7M of vendor and off-budget expenses – An auditor productivity tracking and reporting tool used to manage production across 3 locations for a $4.5M quality organization – A reporting suite for work tracking in a 45-member policy-writing organization – An end-to-end project intake, workflow, and reporting tool for a consulting team – Provided analytic, consultative, and messaging support to finance directors, business leads, project managers, and internal consultants on a 3-year, 55-initiative program to deliver $41 million of annual run-rate savings in shared services organizations – Analyzed medical claims data and provided recommendations for optimizing the provider contract load auditing process by focusing on recurrent and high-value system codes – Upgraded a VBA-based test-creation tool supporting over 500,000 annual administrations – Developed an engagement survey process using Six Sigma methodologies; survey is currently being deployed across 4,000+ associates – Facilitated VP-level staffing projection and budgeting discussions for a $45M organization – Identified $1.5M in additional reductions to the 2012 budget, totaling more than 3% of the annual budget