Jeffrey Mariani - Virtual Interview

PROFESSIONAL SUMMARY Vice President, Global Program Manager, Lean Sensei, Agile Coach, Six Sigma Black Belt with over 20 years of experience in driving Global Business Strategy, Transformation, and Operational Turnarounds. Expertise in contract negotiations, global sourcing, vendor management, and budget strategy. I am known for improving Profitability, Safety, Quality, Speed across diverse industries including Automotive, Health Care, Defense, and Financial. Skilled in senior-level strategy consultation, coaching, and building high-performance teams in both high-growth and large organizations. CERTIFICATIONS Agile Coach Certified (ICP-ACC): Expertise in Agile methodologies and coaching teams to achieve high performance. Lean Certified: Trained under the Toyota-GM NUMMI joint venture, specializing in Lean management practices. Certified Scrum Master (CSM): Proficient in Scrum framework for managing complex projects. Six Sigma Black Belt (SSBB): Advanced skills in process improvement and quality management. SELECTED ACHIEVEMENTS Server Right-Sizing Program: Currently leading a critical work stream that optimizes ICPw server capacity, the work stream will deliver cost avoidance exceeding $105 million in 2025. Global Infrastructure Financial Evaluations: Spearheading all global technology infrastructure financial reviews that returned cost avoidance of $138.2 million since June 2023, ensuring no capacity shortfalls. Lean Manufacturing Implementation: Successfully reduced throughput by 117 business days for global infrastructure network, storage, and processing racks, achieving annual cost avoidance of $226.2 million. Jira Align System Implementation: Led the transformation of Agile best practices for over 5000 staff, enhancing project management efficiency. Sourcing Contract Negotiations: Developed rapid break-fix processes and delayed invoicing models with OEM vendors, improving vendor relationships and operational efficiency. PROFESSIONAL EXPERIENCE JP Morgan Chase (JPM) Vice President, Lead Technical Program Manager (09/2015 – Present) Global Technology Platform Capacity Management: Lead funding evaluations and reviews for global infrastructure and real estate, negotiating with product managers, finance executives, and vendors. ADHOC Program Management: Manage critical high visibility capacity escalations for global infrastructure programs. Jira Align System Administration: Oversee the implementation and administration of Atlassian’s Jira Align system for Agile deployment globally. Previous Roles: Managed the Lean Production Office (LPO) as the Lean-Agile Sensei. Infrastructure Program Manager overseeing the JPMC relationship with third-party suppliers (SHI and WWT) and supporting the relationship between the third parties and OEM’s (Dell, HPe, Lenovo, Arista, Cisco, Wesco and Cohesity). Third Party Oversight and Delivery Manager responsible for the Supply Chain partnership with global integration suppliers and subsequent technology OEM’s supporting a book of business over $1B annually. Application Manager, Architect, and Administrator for Kinaxis Rapid Response supply chain forecasting and management tool. PROFESSIONAL EXPERIENCE CONTINUED Citigroup (C) Vice President, Project Manager, Treasury and Trade and Card Services (08/2011 – 09/2015) Global Technology Development, Project Lead: Responsible for the implementation of Lean methods to manage technology projects and develop software for global client experience. Liaison for external clients onboarding their credit card programs. Lean Sensei NA Client Delivery, Project Manager: Position scope was to introduce and establish a Lean program in the former North American client delivery organization. Lean Sensei NA Implementations, Sr. Business Analyst: Position scope was to introduce and establish a Lean program in North American Implementations. Defining Achievements (C) Lean Business Manager for 42 Lean Projects governing 21 indirect and 1 direct report Introduced the Lean certification program which delivered 32 certifications Facilitated numerous Kaizen’s. Most recent (Jan 2015) established a process to utilize Voice of the Customer survey data to improve relationships with our High Intensity top corporate clients Developer Client Information Repository. The site consists of 12 modules established for sharing high intensity client information with the Client Experience Managers. Developer for the client at risk SharePoint site. This site houses the organization’s top clients at risk information and uses workflow emails to obtain proper approvals and mitigate solutions Developer and innovator for the Global Client Experience FrontPage. This site is a navigational tool to assist the Client Experience Managers by providing information at the Point of Use Developer Project Tracker for Process Engineering and Electronic Banking Developer for client experience Voice of the Customer (VOC) data analytics system using QlikView, C#, and VBA. Initial Program Manager for the Electronic Banking Knowledge Management system Developer for the Client Designation Database housing all internal contact information American Red Cross (ARC) Lean Manufacturing Engineer (02/2009 – 07/2011) Responsibilities increased including a Lean support area spanning 7 Manufacturing Sites, a Testing Laboratory, and a Donor and Client Support Call Center. Major roles included implementing Lean and Six Sigma Black Belt projects, developing and providing training and acting as the SharePoint website coordinator. Also required to introduce a variety of Six Sigma and Lean tools including, process value maps, 8 types of waste, value stream mapping, Failure Mode Effects Analysis (FMEA), Voice of the Customer (VOC), problem solving, 5 Why, 6M, root cause analysis, A3 reporting, 5S, Hypothesis testing and Kaizen’s. Defining Achievements (ARC) Reduced the discard rate of Single Donor Platelets in Baltimore by 65% using Six Sigma (DMAIC). The project was rolled out nationally for an increase in revenue of $9 MM Developed and mentored 8 Lean certification candidates Facilitated multiple 5S workshops and Kaizen events saving processing time Developed a level set flow of products between Mfg. and testing by implementing Kanban in reagent storage Increased visibility into throughput and staffing by creating 2 metric driven capacity system Increased the plasma volume yield by 80% and eliminated bottlenecks using a facility and process redesign kaizen Reduced waste in 7 facilities with a product tracking pull system and Process Value Mapping Increased up time by using Lean to install new instruments into a testing lab awarded, supporting 8 Lean projects. General Dynamics (GD) Industrial Engineer (09/2008 – 02/2009) Job duties included maintaining accurate product standards, headcount reporting, and performing analysis in Oracle. Defining Achievements (GD) Reduced the contract budget monitoring from a full-time position to 2 hours monthly Created an operator versatility chart to help guide the plant into Lean thinking General Motors (GM) Responsibilities and positions increased across various North American facilities. The most notable included Sr. Industrial Engineer (IE) for Materials and General Assembly areas, Lean Coach/Mentor, Productivity support analyst for the North American assembly plants, and Production and Material Supervisor. IE responsibilities included capacity analysis, internal material routings from the dock to the storage location to the line side delivery, design of supermarket areas, Kanban (electronic and manual pull system), documenting assembly processes, designing synchronous assist devices, time and motion studies (similar to M.O.S.T.), Standard Time data system administrator, part routings, recommendations for process and through-put improvements, simulation studies, ergonomic layouts with accurate AutoCAD drawings and outsourcing/insourcing studies. Lean Coach/Mentor responsibilities were based on pursuing the GMS (Lean) certification program for 6 years and in addition to other responsibilities. They included acting as a Lean Coach / Mentor and facilitating training and CIP (kaizen) workshops. The classes facilitated included problem solving, Waste elimination, A3 report writing, Simulated Work Environment, CIP workshops (kaizen), 5S, Kanban, team concept, and value stream mapping. My pursuit of the certification eventually led to me becoming the highest Lean certified person at GM. Toyota Production System concepts were new to GM and a great deal of innovation and tact was required to introduce them into GM’s union supported environment. Productivity support responsibilities were to provide productivity data, develop scorecard metrics, provide in-depth capacity and competitor analysis, quantify and send Harbour reporting data, and to directly provide recommendations for the North American assembly plant’s productivity to the GMNA VP’s of Manufacturing Operations. Production supervisor responsibilities were to manage the day-to-day activities of 60 UAW employees and to implement Lean tools such as team concept, problem solving, and 5S assembly line. Sr. Industrial Engineering - Small Cars – Wilmington, DE - 04/01/2007-10/01/2008 Directly responsible for supporting the Automated Guided Carts area by implementing lean methods for improving efficiency, providing recommendations to improve throughput, recommending cost effective solutions, and maintaining accurate AutoCAD drawings. I served as a mentor for training engineers in lean methods. I trained 10 GMS (Lean Manufacturing) Journeyman candidates and 3 apprentice candidates. GM certified me as an instructor in problem solving, Waste elimination, CIP workshops, 5S, and value stream mapping. I was also the administrator of the standard time data system (similar to M.O.S.T.) and responsible for updates and 95% confidence interval testing of the related charts. I was assigned the department’s IT coordination and acted as an administrator for other various IE systems. Sr. Industrial Engineering - Full Size/ Medium Duty– Flint, MI - 1/1/2005-04/01/2007 Directly responsible for internal logistic support to the Material department, by providing docks and route studies with recommendations for improvements of the day-to-day processing of parts. I also acted as a material supervisor when required. Served as the departmental product engineering change coordinator and was appointed as a change agent for Short Lead Time. I mentored 6 GMS apprentice candidates and provided direction to one salary intern. I upheld direct labor IE responsibilities for the areas of Engine, Final, Quality, Frame, and Chassis lines. Administrator of the line balance system and the standard time data system. Productivity Support – Pontiac, MI - 1/1/2002-1/1/2005 I was directly responsible for providing reports and analyses containing input and recommendations for the North American assembly plant’s productivity. Also responsible for reviewing performance data with the North American manufacturing staff and providing answers to their productivity concerns. I served as a liaison between the assembly plants and the IE lead managers in all matters concerning productivity. This position acted under the direction of the central productivity group, and was responsible for ensuring strict adherence to the reporting guidelines and supporting the initiatives of the GMNA VP of Manufacturing Operations. I also held indirectly responsible as the administrator and architect for the productivity website and for monitoring and providing productivity data to the Harbour Report. Production Supervisor - Mid Size Cars – Wilmington, DE -9/1/2000-1/1/2002 I was directly responsible for the day-to-day operations and the managing of 60 UAW employees on a GA Chassis line. In this role at GM(Saturn) I began the implementation of team concept, problem solving, and 5S onto the assembly line. At the time these Toyota Production System concepts were on a trial basis at GM and with success evolved into more permanent solutions. Industrial Engineering - Mid Size Cars – Wilmington, DE -8/17/1998-9/1/2000 My position was directly responsible for providing productivity analysis and reports to the plant level managers and the central reporting group. I was part of the competitive manufacturing team which led the implementation of lean systems and waste elimination methods. I trained 5 new Industrial Engineers and was the administrator for direct and indirect labor standards and ergonomic stressors systems, providing time studies for corporate standard time data studies. Defining Achievements Managed several projects to reduce costs and guided team members in implement efficiency ideas through continuous improvement (KAIZEN) workshops with the use of standard time data. One of the first people at GM to achieve a GMS journeyman status in Lean Manufacturing. Led a project to audit and implement standardized work. Eliminating duplicated work elements throughout the Wilmington plant and improving quality. Determined a simplified process flow for the 2008 mid cycle product enhancement for Wilmington. Preventing multiple relocations of equipment Developed a tool using AutoCAD and Access to automate the processing of internal material routes to a real time system which increased the speed and accuracy of the data. Recognized as a top performer for creating and implementing a North American manpower tracking and forecasting tool. The tool revolutionized productivity reporting and improved the accuracy reported by the plants. It eliminated 86% of the plants’ monthly reporting requirements and reduced the lead-time of the productivity reports by two days. This system has been used for four years and rolled out globally. I received a recognition award for improving throughput during the launch of the 2007 Full Size SUV platform in Arlington, TX. Received a recognition award for contributions to GM-UAW contract negotiations. I developed a financial system which reduced the processing time of data for all contractual issues from three days to two hours. Shifted the bottleneck and increased uptime by greater than twenty-nine minutes per shift as a supervisor. I also created a downtime tracking tool. Created an excel tool bar item that allowed mass updates of productivity information. This reduced 73% of time spent on special requests by the department. I was also recognized for decreasing the file size and consolidating the report summary to fit on a blackberry. Managed the maintenance inventory for line side and synchronous assist devices by creating a procurement system and prioritizing work orders. Developed and implemented a Wilmington plant system for ISO9002. This system has been used by the quality department for eight years. EDUCATION M.S. Manufacturing & Innovation (Supply Chain Management): Michigan State University - Focused on advanced supply chain strategies and innovation. B.S. Industrial Engineering: Pennsylvania State University - Comprehensive study of industrial engineering principles and practices. United Parcel Service (UPS) – Industrial Engineering – Co-op student –3 semesters SKILLS Professional Skills: Supply Chain Expert, SAFe, Less , Scrum @ Scale, Design thinking ,Lean manufacturing, Waste elimination, Problem solving, Kaizen workshops, GEMBA, A3 reporting ,Kanban, Team concepts, Versatility charts, Hoshin matrix, Failure Mode Effects Analysis (FMEA), Mentoring, Value Stream Mapping (VSM), Kaizen, Simulated Work Environment, process value maps, 8 types of waste, Voice of the Customer (VOC), 5 Why, 6M, 5S, Hypothesis testing, Theory of Constraints (TOC) 5 focus steps, cross docking, Agile Sprints, Agile Methodologies , Supply Chain Management ,Agile Kanban, Supermarkets, pull concept, Lean Governance, Lean Huddles, Safety Stock, JES/SOS process documents, feature teams, critical path, reorder point, Pokayoke, minomi, AI Code Gen, AI Infrastructure, Data Center Planning and Lean People. Software Packages: Advanced proficiency in Microsoft Office. SharePoint, Visual Studio, Visio, Jira, Jira Align, Confluence, JRE, Eclipse, xCode, Minitab, iGrafx, Jive, Lotus Notes, AutoCAD, Salesforce, BlueWorks, Autodesk, Matlab, Arena, Witness, QlikView, Toad, Grafana, Tableau, Machine Learning Models (RNN, LSTM), IBM SPSS, SAP Business Object, Cortex, Oracle, Ariba, Daz, Blender, OpenAI, Agentic IVR, SharePoint Designer and others. Programming Languages: C Sharp, C++, Java, JavaScript, Objective C, CSS, HTML, HTML5, jQuery, sql, mysql, sql light, xml, asp.net, CAML, Python, Visual Basics (VBA), AI, ML, ChatGPT, 3D Modeling, PHP and others. COMMUNITY INVOLVEMENT Delaware Contemporary Art Museum: Chair of the Board of Directors (2025), previously Vice Chair (2022-2025). Charitable Organizations: Active member in Ancient Free and Accepted Masons, Elev8 Foundation, Knights of Columbus, and long-time supporter of the Salvation Army. Elev8 Foundation Mission to Africa: Involved in providing technology education in collaboration with Starfish International. 2022-2025 Vice Chair of Board of Directors for the Delaware Contemporary Art Museum (DCA). 2023-2025 Chair of the Governance Committee with Sub-committee of DEI for the DCA. 2017-2020 Youth football coach and play writer, I developed a team of MOT elite athletes who made it to the Hall of Fame tournament, developed plays for the Kent County Stallions a minority youth program – Top 5 National Rank. 2015 Provided professional services in creation of a scorecard for the Delaware Adolescent Program, Inc (DAPI). 2014 Identified alternative areas for revenue and expense saves for Big Brothers and Big Sisters of Delaware LINKS Website: li.nkedin.net LinkedIn: linkedin.com/in/jeffrey-mariani Contact Information Phone: 302-650-4049 Address: 116 Lydia Drive, Smyrna, DE 19977 Email: [email protected]