Mark Howell

I spearheaded a major business process re-engineering project for a critical, complex, cross-functional workflow within a private equity-backed insurance company. This initiative showcased my expertise in process improvement, change management, and business value optimization through technology solutions.

Additionally, I converted a toxic relationship between the company and the state-designated vendor into a new, long-term partnership to design the next-generation version of the process.

This project involved spearheading a major operational overhaul for the workers’ compensation line of business, successfully transitioning from a traditional nine-to-five model to a 24/7 customer service operation. This complex project involved multiple facets of business transformation, including process redesign, automation implementation, and artificial intelligence integration.

I spearheaded large-scale, multi-year HR transformation initiatives such as modernizing and simplifying the talent acquisition process for a Fortune 50 company. This initiative showcased my ability to leverage technology, process improvement, and change management to drive significant business impact.

I also served as the primary lead (consulting, process engineering, project management, process team manager, and HR PMO core stakeholder) for these other focus areas: HR operations, total rewards, associate relations, merging Canada and US Payroll into Workday, migrating processes into ServiceNow (including Knowledge Management), process simplification, shifting work to lower tiers (call center), regulatory and compliance, and the “Employer of Choice” strategy.

I led the deployment of Lean Six Sigma at Daimler Trucks North America, focusing on a comprehensive transformation of operational processes. This initiative involved analyzing existing workflows, identifying inefficiencies, and implementing data-driven solutions to streamline operations across a one-million-square-foot facility. I also coordinated training sessions for over 130 employees, fostering a culture of continuous improvement and engagement. The deployment encompassed various methods and tools, such as DMAIC and value stream mapping, leading to a remarkable 41% increase in productivity and substantial cost reductions. My leadership ensured cross-functional collaboration, aligning goals across all levels, achieving operational alignment and performance gains. This project also established a sustainable framework for ongoing improvement initiatives, contributing to Daimler’s reputation for quality and excellence in the heavy truck industry.

Led a rapid transformative project for a Shared Services team supporting a major insurance company. The team had recently insourced a service and was preparing to offer it externally but faced capacity constraints and compliance issues.

This project demonstrates the ability to drive significant operational improvements and cultural change through innovative approaches to process optimization and team development, resulting in substantial revenue growth and cost savings without additional resource investment.

In this project, I:
• Implemented Lean principles and just-in-time training methodologies.
• Doubled process capability, enabling a 93% revenue increase in the first year.
• Achieved improvements without additional technology investments or staff.
• Reduced annual shipping costs by $50,000 through process optimization.
• Fostered a culture of continuous improvement, empowering the team to apply concepts to other processes.
• Ensured compliance requirements were met while improving efficiency.
• Delivered on-the-job training for immediate skill application.
• Coached the team on identifying and implementing ongoing efficiency improvements.