Sam Hashem: Lead Business Architect in Deltona, FL

Accountable for maturing the business architecture and process management competencies within specialty pharmacy distribution. Serve as a trusted advisor working with executives to align organizational strategy with business priorities and objectives • Leading efforts to stand up/mature business architecture and process management disciplines; includes but is not limited to methodology design, definition of standards, role definition, and business modeling tool selection • Led efforts to define Agile business products and serve as the business product & strategic alignment committee chair • Led efforts to define roadmaps for: o Meeting compliance milestones outlined in the federal Drug Supply Chain Security Act (DSCSA) from 2017 – 2023; addresses business and technology impacts, and outlines critical success factors o Maturing contract and pricing management capabilities; defined enterprise business requirements for system replacement with new commercial solution o Maturing the inventory management capability enabling consistency across all distribution centers

Advanced the business architecture and process management practice within the Total Health and Network business unit. Worked to define business architecture methodology, translation of strategy into workable solutions, and definition of future facing roadmaps

Served as a thought partner in vetting strategic goals and objectives through the definition and qualification of business goals and objectives • Spearheaded the development of a regional cost of healthcare management business capability – prior auth to claims payment • Designed and presented a methodology for strategic execution (business architecture); accepted by executive management • Completed a current state assessment of the regional IT delivery capability and developed a multiyear maturity plan to fill operational gaps with measurable outcomes; efforts adopted by the national team as foundation for maturing enterprise IT delivery

Led organizational efforts to define an Information Governance and Lifecycle Management (IGLM) capability • Initial effort was to implement electronic discovery software; recommended effort be repurposed to develop a roadmap for establishing and maturing business processes required for an enterprise IGLM capability; recommendation accepted • Led efforts to define business and systems requirements for process automation in support of e-discovery

Organizational responsibility to develop, maintain, and apply an enterprise business transformation planning and architecture methodology. Defined and maintained enterprise business modeling standards. Designed and delivered a training program for business transformation planning, and business modeling; served as a high performing coach in support of enterprise job family growth and maturation • Managed the analysis of end-to-end server delivery processes resulting in a 20% reduction in cycle time • Co-managed the analysis and optimization of the agent licensing capability resulting in $1.5M savings • Delivered training to over 200 employees and coached 10 employees

Served as a consultative business partner to client groups on business issues; led business process improvement teams through the evaluation of current-state business models and the design of future state processes to achieve business goals • Directed a six-month effort to identify, model, analyze and improve 25 tuition subsidy management processes resulting 18 streamlined processes

Served as a process design champion leading business process change; worked with a cross functional team to scope business opportunities in terms of objectives, business processes, and performance indicators • Managed the analysis of the Do Not Solicit program; identified risks and opportunities for improvement • Co-managed the account opening reengineering effort; analyzed/modeled current state processes which served as a baseline for maturity and automation opportunities

• Managed phase I effort to define a master CAD platform data migration, transited to data team for execution • Oversaw analysts for Phase II enterprise CAD platform migration • Analyzed project requirements to forecast human resources needs, project costs and business impacts

• Lead the development and rollout of incentive management and leadership analysis capabilities

• Investigated new technologies ensuring engineers had the best tools available for wire harness design and manufacturing • Led $1M CATIA V5 research project: coordinated functionality testing; worked with IT management on vendor agreements; identified training needs. Provided a “no-go” recommendation which was accepted by the organization