Beth Taylor

About

Strategic senior program, portfolio & operations leader driving large-scale, enterprise-critical programs from conceptualization through implementation. Known for revamping legacy processes and systems to transform delivery with scalable, repeatable execution, building governance and metrics frameworks (OKRs/KPIs), and leading global cross-functional teams. Executive partner who restructures and takes charge of critical internal and customer initiatives, with demonstrated success in technology & business process transformation, SDLC/PDLC execution, procurement leadership, and enterprise financial/project ROI, cost/benefit and P&L analyses.

Experience

• Principal Program/Portfolio Manager – Data and Analytics · BCBS NC07-01-2023

   Developing the D+A Operating Model Hub function: defining strategies, structure, funding model, Intake management, centralized knowledge. Managing to OKR’s, mitigating risk, navigating ambiguity with executives, business, product management, IT and data engineering to focus on alignment, financial structure, develop governance structure and solutions that bring value.  Directed transition of Data Analytics department from predictive project to adaptive product delivery in Trusted Analytics Platform and Intake management with Steering Committee.

• Adjunct Instructor Business Administration/Project Management · Wake Tech Community College08-01-2025

  Degree and non-degree programs and certificates, member WTCC Business Advisory committee

• Principal Program Manager - Technical, Global Sales Operations · Red Hat09-01-2021 – 04-30-2023

  Chief Program Manager for CRM, Master Data Mngmt with oversight of multiple program managers, teams, initiatives. Supporting scaled agile transformation in Sales Modernization, SPMO, Enterprise Applications. Report to Sr VP, Global Sales Ops exec sponsor/prod owner.

• Director of Professional Services & Projects · GK Software Americas2019 – 2021

  Led PMO & 30 internal + 10 vendor direct reports (sr developers, functional consultants, project managers, QA) to deliver POS software to clients. Developed service vision & strategies to support USA market portfolio. Oversaw 85% of company revenue. Reported directly to COO.  Executive Engagement: Established trusted advisor relationships and partnered with internal COO, CTO, SVP IT, SVP Sales, HR Director, Procurement to initiate/manage transformations, deliver improved customer processes, direct vendor relations.  Customer Engagement: Requested by exec team to take charge of financial reporting, and analysis processes. Managed escalations, interpreted/re-interpreted contracts, aligned customer business needs with project requirements, and developed new processes, workflows, and customer-centric culture to improve project profitability and customer experience. • Strategic Clients: Took charge to monitor/oversee/steer strategic customer projects. Developed rapport with client COOs, CIOs, CTOs, SVPs, and others; increased per project profitability 29 %. Managed state/local government clients. • Customer Executive Steering Committees: Set up/led customer project executive steering committees. Discussed analysis of customer project financials, cost performance index. Engaged with senior customer decision makers and managed expectations.  Customer Project Delivery / Internal Operations Leadership: Point Person to develop/introduce new internal and project delivery models, workflows, and processes leveraging multiple platforms to roll out $2M - $15M deployments. • Metrics / KPIs / Project Margins: Gathered actual, average, and blended cost data, identified relevant metrics and KPIs, and implemented processes to remain within budget guidelines and sustain positive margins. • Hiring Processes: Re-architected hiring processes, focus on critical skills and outsourced standard skills reduced costs 34% • Client Collaboration Internal Training: Developed/delivered corporate training workshops focused on aligning actions with project scopes and timelines and creating/enhancing real-time client collaboration.  Utilization Rates: Learned consultant utilization reporting was being bypassed and built business case/gained leadership approval to revamp guidelines for booking time to deliver 32% improvement in reported utilization rates and confidence in billable time.  Critical Customer Save & Project Expansion: Uncovered issues in failing project and gained customer approval for change order and new payment schedule. Reorganized team and saved $4.5M contract; customer purchased additional $500K payment module.

• Senior Enterprise Project / Program Manager · Protective Life (subsidiary of DAI-ICHI)2015 – 2018

  Oversaw 6 dotted line project managers with up to 60 internal/vendor project reports to manage and deliver complex, executive-mandated enterprise initiatives impacting 90K employees & distributors across Sales Agent Contracting, Compensation, Enterprise CRM, Producers, Health Claims and Marketing portfolio. Administered procurement, enterprise processes across project lifecycles. Reported to Director PMO.  Governance Board Business Cases Presentations: Gained trust of executives, sr management and project teams to prepare and present business cases with cost/benefit analyses and project cost controls to Governance Board. Won approval for 100% of proposed projects. Initiated, led financial tracking and Governance Committee presentation training for PMs, CAPEX/OPEX.  Enterprise CRM Technology Roadmap: Developed roadmap for at risk, enterprise CRM project. Replaced arbitrary timeline with detailed integration plan clearly delineating responsibility across 5 IT teams to recover/accelerate enterprise-critical project cadence.  Agile Transformation: Key leader in implementing Scrum Methodologies within in Scaled Agile environment.

• Project Manager & Process Engineer · Chesapeake Systems Solutions (acquired by TRINTECH)2013 – 2015

  Directed up to 15 multi-disciplinary project reports to deliver as many as 24 concurrent implementation projects for high-profile domestic and international clients portfolio. Drove project SDLC from procurement, initiation through closing using Waterfall client project management and Agile IT development. Introduced portfolio reporting, improving implementation margins and reducing per project costs.  Project Planning SaaS Solution: Recommended and led implementation of SaaS operations and project tracking software solution (Clarizen) with module templates - moving organization from 100% manual to 90%+ automated tracking processes.

• Finance Senior Manager · Siemens Healthcare2001 – 2013

  Directed team of 22 in revenue lifecycle, commercial ops, contracting, warranty claims, licensing, data administration and P&L for region/partner, federal and state government accounts service activity >$100M. $1M contract and $500K dispute approval authority.

Education

• University of Alabama, BirminghamMBA, Master of Business Administration (MBA)
• University of Alabama, BirminghamMaster Certificate, Project Management, Project Management (Master Certificate)
• NC Wesleyan College, Rocky Mount, NCBS, Business Administration

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