E xecutive R esume

Kirsten M. Moore , PHR , PMP

Phone: (916) 220-7222 Email:

Leadership Expertise

Technical Training

Sales Training

Partner Relations

Product Development

Program Management

Strategic Planning

P&L Management

MS Application Proficiency

Epic Go-Live Healthcare Implementations

Professional Experience

Sutter Health Support Services Mather , California

Project Manager III 2011 to Current

Senior Project Manager for the Electronic Health Record Training Enterprise servicing all Sutter Health territory. Oversight of medium and large sized training projects that impact the success of go-live regional activities.

· Participated in central valley regional leadership pre go-live planning meetings focusing on user adoption rates and meaningful use activities.

· Worked closely with CMIO physician champion, third-party development team and principal trainers to develop 26 learning simulators deployed via HealthStream LMS for Sutter Health’s central valley region and peninsula coastal region go-live pre-training.

· Developed and documented initial standardized tools and communication protocol for sustained content development practices.

· Evaluated electronic health record options for webinar deployment highlighting facility workflow interaction while using Epic application.

· Actively engaged in strategic planning for secured Web-based content development, design and deployment futures allowing end users to access self-serve knowledge improvement and reduction of operational costs.

· Established SharePoint master rollout and scheduling architecture for improved collaboration/project success.

· Completed Central Valley Region and Peninsula Coastal Region planning cycles for Epic go-live releases.

Mainstay Business Solutions Folsom, California

Chief Operating Officer 2007 to 2008

Directed interdepartmental operations that impact profit margins assessed the organization and leveled positions to be competitive and improve personnel motivation. Responsibilities included the oversight of the Client Service Management, Benefit, Risk & Safety, Unemployment Benefits and Payroll departments. Stayed abreast of company objectives and market shifts to keep employee vision and participation aligned with market needs. Established baseline expectations for performance output and weekly reporting metrics.

· Established staff training to improve government compliance and implement risk mitigation planning

· Reengineered benefit department, reducing headcount without compromising compliance.

· Established HIPPA protocol for client health care benefit operations.

· Optimized unemployment department, cutting operational costs by 50 percent.

Consultant 2004 to 2007

Provided professional, technical and business development in sales, marketing, product/project management, and operations. Assisted clients in streamlining operations, increasing sales, reducing operating expenses, and implementing strategic marketing plans. Clients included Comstock Precast, TRU Fitness, and The Placer Group.

· Re-evaluated marketing strategy, yielding $7,000 per month cost savings

· Prepared software release timeline, improving customer retention and market growth.

· Established efficient workflow and business acquisition process for improved growth and cost containment.

Kirsten M. Moore, PHR, PMP Page 2

Autodesk, Inc. San Rafael , California

Senior Manager, Partner Programs — Professional Services Division 2002 to 2004

Directed all performance management activities. Negotiated partner contracts; drove consolidation and refinement of partner programs worldwide. Developed a strategic plan to ensure staying abreast of technology changes within the IT industry. Created a Web presence strategy to establish a consistent single source of information; closed security weaknesses in the IT process (past and present). Reengineered the authorized consultant program—streamlined staff, evaluated territory needs, cut costs, and implemented more efficient daily management.

· Revamped back office support system to stop revenue loss for items ordered via The Source at no cost, saving the company in excess of $140,000.

· Transitioned the not for profit training center program to “for profit” by recruiting Autodesk dealers—increased 30 percent of dealer membership and reduced of 20 percent of academic institution.

· Implemented an anti-piracy campaign—incorporated secured technical downloads to ensure software was not accessed more than what was purchased. This resulted in increased software subscription sales.

· Received the 2003 President’s Award for top 10 percent of worldwide employees who have contributed to above standard expectation and the 2004 CEO award and bonus.

Senior Manager, Americas Training Delivery— Learning and Training Division 2000 to 2002

Designed all new infrastructures into e-learning, international, partner testing, and customer assessment programs to provide for a solid foundation for the division. Directed an effective transition of the technical competency exams into an external model. Secured major business partners, additional staff, contractors, agreements, and associated contract negotiation. Introduced major account learning and training program and a brand new e-learning content development group. Assumed the role of business development and training manager to ensure continuity during employee transition and reorganization.

· Transitioned the not-for-profit exams into a for-profit program, yielding $120,000 in sales during the first year. The exams became a marketing tool and a means of achieving market advantage.

· Converted primary partner technical training in North America from classroom-led to Web-based training, achieving an increased customer satisfaction level. Survey results revealed a high percentage of people valued the training but did not want to absorb the travel costs and lost business time.

Manager, Product Development and Programs— Learning and Training Division 1996 to 2000

Provided leadership for all testing and certification programs in the Americas. Built a strong technical, business partner, communication, and reporting infrastructure serving six different internal clients in 1999, including Europe. Developed international training materials in France, England, Italy, Germany and Spain and personally traveled to do vendor selection and conduct contract negotiations for print publishing vendors in Switzerland, Germany, England and France. Established best practices for testing and certification in the IT industry; strengthened the infrastructure and business partner relations, refined the development process, and recruited additional talent.

· Achieved significant growth for the testing and certification program, delivering 225 percent over target.

· Exceeded target goal by 400 percent while expanding exams into sales competency and customer certification exams for AutoCAD R14.

· Formed Autodesk Press with International Thompson Publishing to secure educational curriculum presence. Liaised with the publishing house on best practices and curriculum development.

Consultant ( exclusive to Autodesk ’s Education Division) 1993 to 1996

Developed protocol and process for productizing educational curriculum. Served as liaison between operations executives and the education department management team. Developed a roadmap for and oversaw the development of 26 concurrent curriculum projects with various technical writers, editors, creative services, and print publishers. Worked directly with International Thompson Publishing on transitioning core content for Autodesk Press products. Negotiated contracts and managed vendors and consultants. Worked with the educational division for print, packaging, and distribution. Collaborated with the creative marketing department for cover art design.

Kirsten M. Moore, PHR, PMP Page 3

· Assisted editors at International Thompson Publishing’s Autodesk Press line in transitioning from paper-based to Web-based courseware and managing offerings through the Web.

· Invited to speak on the Autodesk product line at International Thompson Publishing’s annual conference.

· Established consultant and advisory board database that consisted of all A and B consultants that serviced the learning and training department on courseware development, alpha, beta, and final QA review.

· Led Web-based surveys on needs analysis for various courseware projects related to the different CAD disciplines. Collaborated with the established advisory board to receive an adequate representation of the courseware needs within North America and Canada.

Manager — Product Development and Release Management Division 1990 to 1993

Ensured that identified products were held to development plan release schedules. Worked with engineering, operations, marketing, and event planning to ensure completion and follow-through; facilitated company-wide communication. Directed operations and planning, working closely with development and marketing counterparts on strategic efforts. Managed weekly development team meetings to ensure code was being developed, localization of code and manuals were on track, and an international alpha/beta team was formed to ensure quality performance.

· Collaborated with an international team to release the first Korean version of AutoCAD in that market.

· Managed product release management of the Autodesk device interface (ADI) product that allowed Autodesk’s software to interface with peripherals on various platforms such as Mac, Windows, UNIX, and Zenix.

· Worked directly with the education division to assist in productizing curriculum material and ensuring all curriculums was ISBN certified for mass distribution, enabling product sales in the academic market.

Education/Certifications

· B.S., Career Technical Studies, Sacramento State University, graduated Cum Laude.

· Sacramento Board of Education: Designated Subjects Credential in Sales, Marketing Business and Finance.

· Project Management Professional (PMP) accredited by Project Management Institute.

· Professional in Human Resources (PHR) accredited by Human Resources Certification Institute.

· Project Management Professional Certificate Program—Sacramento State University (2009).

· Human Resources Management Certificate Program—University of Phoenix (2008).

Professional Affiliations

· Society of Human Resources Management.

· Sacramento Association of Human Resource Association.

· Project Management Professional, Project Management Institute.

K ey A ccomplishment S ummary

Kirsten M. Moore, PHR, PMP

Cracked Down on Network Access to Prevent Losses

Situation:

Independent consultants in various Autodesk divisions were given access to internal development sites to get the latest build of the software—this would allow them to develop courseware, tutorials, manuals, and training programs based on existing software features and functionalities. This same site gave consultants the ability to order training materials, manuals, and other logo merchandise. Because each division within the company operates independently, there was not one standardized protocol for initializing, monitoring, and disabling independent consultant access. There was a security weakness in the IT processes that allowed both past and present consultants to access considerable proprietary information, and even the ability to order without authorization materials that the company would normally charge for. Some of the consultants were not being “managed” properly by the groups employing them—even if their work assignment had ended or did not require network access, they still had access rights.

Action Plan:

· Notified IT department via several emails of the discovery of this security weakness and requested assistance in identifying whose responsibility it was to correct this problem.

· Persisted with IT and finally found someone who recognized the problem but who could not identify a single point of contact responsible for correction.

· Elevated the issue and was backed by the worldwide operational VP who sent a notice to staffers about the crackdown on consultant access—this notice set management teams into action to clean up protocols.

· Conducted a comprehensive study and compiled a report showing total number of individuals (including former consultants) with access to intellectual property as well as unauthorized items ordered in excess of $20,000.

· Drafted communication to the IT department to designate a responsible party for closing this security gap and develop a tighter management and protocol process.

· Compiled a situational analysis report for the VP of operations, complete with a matrix of the company’s loss and potential ongoing losses.

· Received full support from VP of Operations worldwide, who sent out an internal communication to alert the company’s offices worldwide to this problem; he designated a point of contact to close the access.

· Drafted and sent a communication to all consultants highlighting new protocol and processes in obtaining software necessary to complete their projects.

· Presented the process change to 200 program managers at the annual Autodesk University event in support of the previous correspondence sent out.

Results:

The new process was fully communicated and put into practice. The company was no longer at risk for intellectual property being stolen, and the “doorway” to ordering tens of thousands of dollars of free merchandise was closed to prevent further loss. Was given the Presidents award with special bonus recognition for correcting an issue outside of my area. This award is only awarded to the top 10 percent of employees worldwide for extraordinary service.

K ey A ccomplishment S ummary

Kirsten M. Moore, PHR, PMP

D rove Revenues and Cut Costs with First Web - Based Testing Infrastructure

Situation:

Autodesk is a $952 million international provider of digital design and content. As the Autodesk product line for mechanical and architectural engineers became more and more technically complex, it became a challenge to ensure that all users had a streamlined tool to test competency. The traditional method of ensuring competency was instructor-led classroom training, curriculum development, trained instructors who attended “train the trainer” programs, and traveling training computer labs—this process was extremely costly. It became evident that end-users needed a streamlined process for ensuring competency to eliminate the costs involved in hiring employees with less than adequate skills.

Action Plan:

· Developed a projection for how many programs and partners could benefit from having online testing to provide a motivation for management to streamline the competency testing process.

· Prepared a cost comparison for traditional training methods vs. the cost of a Web-based program. Developed a proposal with situational analysis, cost savings, and timeline for executive staff review and approval.

· Conducted research into potential vendors for Web-based exam hosting service to ensure exam content was posted with full integrity and testing occurred to ensure a smooth exam process. Identified more than 200 hosting companies nationwide.

· Prepared an RFP and sent it out to 100 top vendors nationwide. Prepared a checklist of Autodesk’s corporate priorities and vendor strengths and weaknesses. In addition, evaluated area of flexibility in order to find a vendor that could grow with Autodesk. The vendor ultimately selected is still in place today.

· Identified exam development consultant pool by hand-selecting known top-performing instructors and curriculum developers. Drafted and distributed exam development expectations and protocols.

· Established alpha/beta teams to test exams prior to going live. Hired specialists for specific products that could not only test the technical user interface, but could review the content in its entirety to ensure accuracy.

· Prepared and presented internal and external communication and education on exams, outlining exam benefits and uses for the end users.

· Built a strong technical, communication, business partner, and reporting infrastructure servicing six different internal clients.

· Fully educated Autodesk personnel on best practices for testing and certification within the IT industry.

· Consolidated legacy paper-based exams from previous company acquisitions and business partnerships, ensuring that customers and business were presented with a consistent message on Autodesk exams.

Results:

Exceeded the first-year goal in terms of number of exams developed and deployed by 400 percent. Phase I of exam development and deployment was early and efficient—it allowed for additional exams to be developed and deployed via the Web. The vendor selection, infrastructure development, and internal communication was so successful that it allowed more time to develop additional exams, including the first European exam content for deployment on an international hosting service. The Web-based exam development dramatically lowered operating costs for the sales channel, partner programs, and end users. As the program evolved, it also added a source of revenue as part of the Autodesk Professional Services organization. Today the Web-based testing and certification program is going strong and has provided a solid revenue source for the company and business has grown in servicing various countries and is localized into several languages