Barry Wilber

Greater Seattle Area / (253) 222-7756 / barry.wilber@gmail.com

Jan 2011 Present: President & COO, BPW Enterprises- Identify and deliver competitive advantage through proven tools and practices. Specialize in emergency project intervention and recovery. Provide superior business consulting and coaching, strategic executive planning, process improvement, change management, and project management. Sample clients include: WA Department of Labor & Industries, Intellectual Ventures, Oregon Department of Human Services, Mass Ingenuity, Point B, and Confidential Non-Profit. Developed strategic plan & led business portfolio evaluation. Coached executive team & facilitated new vision & action plans. Established new business capabilities by leveraging people, processes and technologies in new ways. Project will ultimately deliver over $168MM in operations savings via new laws, rules, credentialing medical providers, and automated systems. Structured, launched, and program managed 50 simultaneous projects Technology Security Controls Remediation. Quickly recovered IT development project that was in crisis using improved visibility, collaboration, and direct communication. With executive relationships restored and reliable practices in place, the project was transitioned to a junior manager. Created first company-wide IT process model. Prioritized targets of opportunity & led teams to create or improve 8 processes. Coached and mentored executive leadership and process teams in change management, accountability and execution. Created new governance model (enterprise goals, outcome measures, enterprise process model, and core process measures) and delivered quarterly business review 2 months ahead of schedule thru expert facilitation of executive leadership team. Oct 2009 Dec 2011: Director of Global Transformation Office of the CEO, Russell Investments - Responsible for leading global performance improvement and org changes. Break down corporate silos, improve transparency, accountability and mature the COE. Opened new strategic global markets and rapidly executed global change using GE workouts with business executive team. Improved employee engagement, effectiveness, and problem solving by driving adoption of GE Workouts & 90 Day Action Plans. Created and formalized Executive Dashboards (P&L) and Operating Dashboards (ops metrics) by leading cross functional team. Enabled rapid improvement in Center of Excellence by establishing client surveys and Lean based rapid process improvement. Completed the $1B M&A sale of the Pantheon business by mentoring the business leadership team throughout the process. Drove adoption of ITIL Service Model framework building support at all levels, sponsoring education, and facilitating change. Jan 2006 Dec 2007: Director of PMO & Director of Business Reengineering, Russell Investments - Provide direct leadership and team management for Enterprise PMO (people, process, and tools). Improve customer satisfaction and project performance. Established strategic plan, vision, direction, & performance measures for lagging service through collaboration & best practices. Delivered 95% customer satisfaction improvement by establishing new vision, improving processes, and mentoring existing staff. Developed and deployed gated project management methodology and deployed new Enterprise PMO tool. Improved PMO throughput 425% with increased quality by developing the PMO process model and improving 6 major processes. Jun 2005 Oct 2009: Director of Business Reengineering, Russell Investments - Responsible for building and delivering new business process capability across the global organization. Includes methodology development, training creation & delivery, leading & mentoring senior consultants. Serve as executive sponsor for performance improvement. Provide ad-hoc expert facilitation. Developed Russells first ever Global IT Process Model that significantly improved transparency and accountability. Improved throughput 800%+, speed 400% speed, and performance 100% by sponsoring or leading simultaneous improvements. Executed Service Level Objectives and Agreements between the business and IT through facilitated sessions with leadership. Feb 2002 Jun 2005: Program Director, Office of the CFO and Sr. VP HR, Weyerhaeuser - Drive complex global improvements and organizational change. Responsible for vision, planning, team selection, leadership, coaching, metrics, and execution. Saved $50 MM per year by selecting, negotiating and transitioning healthcare and prescription drug providers for 77k lives. Drove transformation to performance driven culture via new policies, processes, governance, and by thru self-service tools. Improved stock option performance over 20x by leading team to outsource, redesign process, automate, and restructure org. Delivered $2MM savings, increased rebates 40x, and resolved $500M in delinquencies by changing 30k corporate cards & PCards.
Established and web enabled company-wide guidelines for outsourcing. Methodology became the standard outsourcing approach.

Oct 1996 Feb 2002: Program Director, Office of the CFO and Sr. VP HR, Weyerhaeuser - Drive process and organizational redesign of 12 global support functions. Execute all aspects of global Y2K program ($65MM budget & 200+ FTE). Present status to board. Delivered over $130MM annual savings for 12 global support functions thru process improvement, reorganization, & outsourcing. Deployed enterprise wide testing, inventory, and remediation processes and significantly reduced application portfolio. MBA University of Washington BSME University of Washington PMBOK Team Management Profile Org Design Grove Strategic Planning ITIL Foundations v3