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MICHAEL GALE, CSSBB, BPMS

Lunenburg, MA 01462-1506
www.linkedin.com/in/michaelgale/

(H) 978-582-7113 (C) 978-400-8771


mgale7113@gmail.com

SENIOR PROGRAM MANAGER (IMPROVEMENT) SPECIALIZING IN BUSINESS-CRITICAL END-TO-END PROCESSES


Leverages background in automation, work flow, program management, and high technology to create blended
solutions easily deployed and supported. Ensures processes are cost effective and deliver products or services at
quality standards and timeframes demanded by customers. Educates and mentors employees in the application of
Lean, Six Sigma, BPM, and TQM concepts. Expertise includes cross-functional leadership and program
management, LSS training, business / competitive intelligence and analysis, and processes with compliance
requirements.

PROFESSIONAL EXPERIENCE
CITIZENS BANK, Cranston, RI

Aug 2009 Oct 2014

SBA Program End-to-End Process Improvement Manager


Jan 2013 Oct 2014
Corrected all critical process and system issues identified in an SBA audit which had placed Preferred
Lender status at risk. Developed processes and documentation standards for loan underwriting, closing,
servicing, liquidation and monthly reporting in compliance with SBA requirements. Identified required
changes in IT systems. Subsequent audit confirmed all issues were corrected.
Developed procedures for Express, SLA, 7A and 504 loans. Trained all colleagues.
Wrote Automated Documentation Checklist tool that ensured SBA required questions were properly
documented. (MS/Word and Visual Basic for Applications).
Managed Governance Model that ensured effective program communications (Steering Committee,
Leadership Committee, and Core Team).
Developed process for incoming SBA mail/notices (curtailments, invoices, checks, expired
guarantees).
Created and maintained SBA tracking and reporting system to manage portfolio. (MS/Access).
Master Black Belt, Technology Services
Aug 2009 Jan 2013
Evaluated proposed business change requests by applying Define-Measure-Analyze phases of Lean Six
Sigma to complete the business case and return on investment calculations. Implemented non-technology
process changes. Elevated viable technology solutions to senior management for scheduling and ensured
the implementation phase remained focused on the business case and customer impact.
Projects approved and technology change scheduled:
Commercial Credit File Imaging (reuse customer data already collected).
Commercial Loan System data flow analysis (identified straight-through processing path).
Advanced Loan System Address Cleanse (eliminate a source of returned mail).
Electronic / Centralized Returned Mail (automate processing of returned mail).
Projects implemented without technology change:
AML Due Diligence and Appraisal Process Re-engineering (compliance to new guidelines).
ACH Account Opening process (eliminate 70% of rejected submissions).
Incentive Transformation (processing steps to support new payment program).
Branch/ATM Address standards (customer-friendly standard address format, GPS-compatible).

EMC, Hopkinton, MA

Jul 2004 Feb 2009

Lean Six Sigma (LSS) Deployment Manager


Jan 2007 Feb 2009
Resolved business problems and increased corporate reliance on data-driven decisions. Conducted
executive and employee LSS training internationally. As Master Black Belt, mentored and certified Green
Belts and Black Belts.
Gained 7% margin improvement by restructuring global pricing (Sales).

Identified products to enter end of life via portfolio alignment, eliminating support team and
combining development team resources. (Product Management).
Architected customer loyalty index and Voice of Customer program to measure effectiveness of crossfunctional improvement efforts. Obtained patent on process. Selected projects visible to customer
to improve retention. (Corporate Quality).
Recommended specific improvement efforts at quarterly VOC reviews. Example: Identified customer
bills as confusing and incomplete resulting in delayed payments and customer frustration.
(Executive).

Director, Lean Six Sigma Training and Operations


Jun 2005 Jan 2007
Develop LSS Training program for all employees (individual contributor to EVP's) that were cost effective
and undisruptive to normal processing (number of days away from the job). Train employees world-wide.
Reduced training costs and time by over 70% by converting Air Academy to in-house training using a
CBT / Workshop approach. Converted to 6 languages.
Developed Executive Training program. Personally conducted 50+ courses and team trained over
5,000 employees in workshops from Advocate to Black Belt. 50,000+ CBT hours were conducted.
Sr. Consultant, Global Program Management
Jul 2004 Jun 2005
Resolved critical customer issues and delayed solution sets resulting from non-aligned product releases.
Defined interdependencies and led resolution tasks to obtain coordinated releases.

STORAGENETWORKS, Waltham, MA

Mar 2000 Jun 2003

Director, Global Operations Center


Apr 2001 Jun 2003
Rebuilt and led a 24x7 100+ person managed services support organization providing primary storage and
backup services to Fortune 100 clients:
Led a team that ensured over 100 customers had access to 150 TB primary storage. Conducted 1.5PB
of monthly backups within defined windows. Completed 1100 monthly restore requests. Achieved a
100% track record of success in executing Service Level Agreements with customers.
Implemented new support tools and processes that decreased average age of open tickets by 60%,
resulting in company record for customer satisfaction.
Professional Services Business Processes Manager
Mar 2000 Apr 2001
Designed business process aligned to customer expectations for this emerging industry:
Documented cross-functional steps from pre-sales to de-installation, listing dependencies, system
settings, available training, and quality standards.
Reduced overall implementation time by 40%.

TOWER TECHNOLOGY, Boston, MA

May 1998 Mar 2000

Director, Professional Services


Created practices and service delivery. Primary Program Manager for tactical customers.
Designed and implemented imaging system at insurance company to comply with legal requirements
for document retention. Converted 36 million documents within government deadline.
Implemented solution at financial services company for 400+ customer service users, reduced
breakage reserve by $500,000 and improved support response time by 60%.

DATA GENERAL, Westborough, MA

Jun 1983 May 1998

Imaging Practice Director


Developed and implemented customized imaging/workflow solutions integrated with legacy applications.
Developed custom and packaged solution services delivery (PS) offerings. Decreased implementation time
15%. Coordinated professional services and assumed support for 200+ customers. Increased customer
satisfaction 30%, eliminating complaint calls.

Corporate Cluster Program Manager


Successfully released new technology to customers by driving strategic alignment across all internal
activities (R&D, manufacturing, Field Services, PS, Training, and Marketing). Managed overall costs
against revenue streams to ensure financial targets were met.
Software Manager, Singapore Software Development Center
Living in Singapore for three years, leader of an overseas software development facility, coordinating with
labs in London and Plano, Texas. Successfully completed DGs first international joint software effort.

MILITARY
US NAVY USS Fox, CG-33, Electronic Warfare Technician and Intelligence Assistant

EDUCATION
High Tech MBA, Northeastern University, Boston, MA
BS, Computer Science, Coleman College, San Diego, CA

PROFESSIONAL ASSOCIATIONS, QUALIFICATIONS

US Patent, Co-inventor of patent 7818203 Method for Scoring Customer Loyalty and Satisfaction

Former member, ASQ-certified Six Sigma Black Belt, American Society for Quality

Professional member, AIIM-certified BPM Specialist, AIIM

Qualified Lean Six Sigma Instructor, Mentor, and Kaizen Facilitator, EMC

Member, Project Management Institute

1974 1978