Kimberly Matthews

• 2022-2023: Created end-to-end IT process for documenting and tracking from ideation to deployment. Pioneered "Product Central" system for enhanced requirements documentation, work item prioritization, estimation and increased transparency. Managed mature Business Analyst team and established Center of Excellence.
• 2019-2022: Key member of executive team, transitioning ASTM's IT group to SAFe program with 18 Agile Scrum teams. Re-platformed and reconstructed company applications in 2 years.

• Owned and prioritized product backlog.
• Attended Agile ceremonies, demos and production proving activities.
• Broke project into epics and implementable user stories.
• Commended for pivotal role on Agile team that delivered MVP for global event management application in 4 months. Application included integrated scheduling, workflow, and security features.

Provided analysis for clients to use ClaimsXten, a clinically-based medical claims payment solution for payers that want to create and deploy flexible, automated rules to help improve payment accuracy, reduce appeals, and realize medical and administrative savings.

• 2017-2018: Accomplished Business Analyst and Project Lead, recognized for leading agile-fall development and deployment of Retail Management System. Conducted user interviews, developed functional specs and process flow diagrams, and managed backlog.
• 2015-16: Recognized for rapid establishment of repeatable requirements process, leading to successful GFF deployment in Ireland. Second deployment to Canada would use same process.
• 2014-15: Instrumental in designing and deploying interfaces to integrate Global Field Financials with CaterTrax and Heartland Point of Sale systems.
• 2013-14: Recognized for Agile methodology expertise in requirements collection, solution design, and documentation. Enabled Global Field Financials deployment to Aramark K-12 business.
• 2013: Engaged in full SDLC, gathering requirements, designing, and documenting solutions for successful Global Field Financials deployment to 90%+ of Aramark sites.

• Received outstanding review, bonus, and executive recognition for delivering exceptional business analysis, technical architecture, and project management services on FNTG and ServiceLink projects.
• FNTG: Designed complex business process for Fidelity National Title Group's title insurance clearance house and managed process implementation and testing. Received high praise for design of innovative solution which facilitated cross-discipline sharing.
• ServiceLink: Successfully delivered automated property valuations, title orders, vendor assignments, and mortgage closing scheduling solutions. Organized teams, gathered requirements, and provided blueprints for lagging projects. Trained in-house Business Analysts for ServiceLink as bonus.
• GE Capital Bank: Led two high-profile projects with focus on revenue generation. Expanded functionality to encompass back office functions and call center processes, increasing revenue and product exposure.

• Supported successful project for developing online business record retention program and transitioning 100,000 users to SharePoint.
• Ensured stakeholder satisfaction through content deployment schedules and customer interviews.
• Contributed to Quality Assurance efforts by developing and executing test scripts and leading small test team.
• Received praise for creating high-quality training materials and was recognized for exceptional work then promoted to QA Lead, earning extended contract.
• Was recommended for permanent hire despite company hiring freeze.

• Developed project scoping, process flow, and specification documents. Ensured requirements traceability, managed QA resources, and communicated project status to stakeholders throughout SDLC.
• Successfully implemented multiple business optimization solutions and reporting tools, automating manual processes to enhance efficiency, cut expenses, reduce labor costs, and maximize profits.
• Headed PMO team managing project analytics, scheduling, earned value management, financial analysis, and reporting/change management for $50 million billing/pricing system replacement project.
• Handpicked to rescue $50 million Bill Print and EDI project and was awarded for successful efforts in turning project around.

• Titanium 40 (2005-2008): Developed theme-based training programs from concept to implementation. Prepared sales teams through e-learning platforms with various delivery modes. Managed cross-functional teams and orchestrated large-scale training events. Ensured projects met objectives on time and budget.
• QVC (1999-2005): Assisted in process modeling, conducted JAD sessions, and supported design reviews. Achieved 10% revenue growth with development of wait list feature for QVC UK. Managed multiple projects internationally, earning promotions for exemplary performance.
• Fairmount Behavioral Health (1998): Licensed Clinical Social Worker
• Assessment & Treatment Alternatives (1995-1997): Social Worker