Maritza Suarez

Lead continuous improvement initiatives to optimize service delivery processes and standardize operations across third-party partners, supporting Intuit’s goal of delivering world-class assisted customer experiences. Partner with cross-functional teams to analyze operational performance, improve Lean maturity, and embed structured problem-solving practices within service and operational environments.

Key Contributions & Achievements

• Lead continuous improvement initiatives focused on standardizing operational practices across external partners to improve service consistency and customer experience.
• Coach teams on Daily Management Systems and structured problem-solving frameworks, improving KPI visibility, operational effectiveness, and issue resolution.
• Partner with cross-functional stakeholders to identify process inefficiencies, analyze performance data, and implement improvement initiatives.
• Standardize workflows and implement process controls to increase operational efficiency and reduce process variation.
• Influence stakeholders across teams to foster a culture of continuous improvement, experimentation, and data-driven decision making.
• Support change readiness and operational stabilization for new initiatives through structured improvement and adoption practices.

Led continuous improvement strategy across multiple plants, serving as a subject matter expert and change leader driving operational excellence and cultural transformation. Partnered with cross-functional leadership to analyze performance data, standardize improvement practices, and implement scalable frameworks that improved efficiency, reduced operational friction, and delivered measurable business impact.

Key Contributions

• Led enterprise adoption of continuous improvement methodologies including Lean, TPM, OEE, and structured problem-solving frameworks (STPD, A3, RCA).
• Designed and implemented a Total Delivery Cost (TDC) improvement framework, enabling better visibility into cost drivers and supporting data-driven operational strategy.
• Partnered with Supply Chain and plant leadership to develop KPI frameworks and performance measurement systems across multiple facilities.
• Facilitated Kaizen events, root cause analysis sessions, and structured improvement initiatives to address recurring operational challenges.
• Developed and delivered CI training programs to build organizational capability and support sustained adoption of improvement practices.
• Standardized Lean methodologies across plants, improving consistency in problem-solving, process optimization, and performance monitoring.
• Acted as a key change agent influencing leadership and frontline teams to drive engagement and continuous improvement culture.

Key Achievements

• Delivered consistent annual cost savings exceeding $1M+, surpassing savings targets each fiscal year ($1.2M, $1.9M, $800K, $1.85M).
• Reduced downtime by 25%, waste by 15%, and late startups by 40% through targeted improvement initiatives and root cause analysis.
• Implemented OEE performance measurement standards across all AFNA plants, improving visibility into operational performance.
• Established an enterprise problem-solving escalation framework, enabling faster resolution of recurring issues across facilities.
• Led operational transformation initiatives including automation of the highest-volume production line, reducing direct labor requirements by 40 roles.
• Supported the launch of two new production lines, contributing to doubling facility output in under two years (30M → 57M lbs annually).

Led Lean deployment and operational improvement initiatives to optimize processes, eliminate waste, and drive measurable performance improvements. Partnered with cross-functional leadership to implement structured problem-solving frameworks, performance metrics, and continuous improvement programs across the facility.

Key Contributions & Achievements

• Led Lean transformation initiatives using Kaizen, Value Stream Mapping, 5S, SMED, and root cause analysis to redesign workflows and reduce non-value-added activities.
• Established KPI monitoring and financial tracking frameworks to measure improvement impact and support data-driven decision making.
• Implemented a Daily Management System with 24-hour KPI review cadence, improving visibility into operational performance and issue resolution.
• Led 8 Kaizen events delivering $850K+ in savings and mentored teams on improvement projects generating $630K+ additional savings.
• Managed facility-wide cost savings projects exceeding $3.8M, surpassing annual targets.
• Reduced downtime by 35% through equipment strategy workshops and targeted improvement initiatives.
• Improved startup performance by 27% within one quarter and implemented an enterprise problem-solving escalation process across operational tiers.
• Selected for a network-wide transformation team, delivering rapid improvement projects across multiple facilities exceeding $1M in annualized savings.

Led the implementation of Lean system practices to optimise operational processes and support sustainable performance improvements. Partnered with cross-functional teams to analyse operational data, identify inefficiencies, and implement process improvements using structured problem-solving methodologies. Facilitated training and adoption of continuous improvement practices while supporting quality risk management standards and performance monitoring.

Key Achievements

• Led 5 Kaizen workshops delivering $230K in annual cost savings through targeted process improvements.
• Reduced process waste by $55K annually and downtime by 3% through root cause analysis and data-driven problem solving.
• Mentored cross-functional teams on improvement initiatives generating $200K in additional savings.
• Designed a continuous improvement performance dashboard to track initiative progress and impact; later adopted as a best practice across the organisation.
• Implemented additional process improvements generating $65K in annual savings.

Managed financial and operational performance across five restaurant locations, overseeing budgeting, cost control, operational processes, and business expansion initiatives. Partnered with general managers to analyze performance data, optimize operations, and support strategic growth.

Key Contributions & Achievements

• Managed budgets, financial reporting, and operational controls, including P&L, balance sheets, AP/AR, and cost analysis across multiple locations.
• Analyzed sales performance, promotions, and operational data to identify improvement opportunities and support decision-making.
• Developed operational policies, training programs, and standardized procedures to improve consistency and efficiency across locations.
• Supported business planning and launch of three new restaurant locations, including permits, layout design, hiring, training, and cost planning.
• Implemented standardized operating manuals and recipe costing systems to improve cost control and operational consistency.
• Designed and launched a centralized industrial kitchen, reducing preparation labor by 27% and saving $1.4M while improving product consistency.
• Developed employee training programs that reduced onboarding time by 35%.