Richard C. Hulick has over 30 years of experience in project management, process improvement, and cost reduction across various industries including healthcare, financial services, manufacturing, and logistics. He has led many projects that identified inefficiencies and implemented solutions, resulting in millions of dollars in annual savings. Some examples include reducing a healthcare system's supply chain costs by $1.7 million annually and a railroad's payroll costs by $6.8 million. Hulick holds a PMP certification and has worked with numerous large companies such as Credit Suisse, Charles Schwab, and Union Pacific Railroad to optimize their business processes.

1. Richard C. Hulick, Sr., PMP
3248 Neille Lane, Twinsburg, OH 44087
Telephone (330) 963-3463; Cellular (440) 668-3331; e-mail: rchulick@aol.com
POSITIONS
Project Manager – Health Care, Financial Services, Manufacturing, Operations, Food Processing
Business Analyst; Six Sigma Black Belt; Performance Measurement; Continuous Process Improvement;
Process Optimization; Internal Operations Consultant; Business Process Management
PROFESSIONAL CERTIFICATIONS
PMP, PMI Six Sigma Black Belt – Aveta Solutions Microsoft Office Specialist ( MOS )
EDUCATION
Accounting – Franciscan University of Steubenville – Steubenville, Ohio
PROFESSIONAL HIGHLIGHTS: Project Management & Process Improvement
– Specializing in processing mapping and cost reduction
Alliance Staffing June 2010 – Present ( Project Manager )
• Financial Client: KeyBank, Cleveland, OH
• Project Manager working in a team environment to develop a standard set of tools to plan and forecast loan and
commitment balances.
• Created several process maps using Microsoft Visio documenting the current state process flow for the Balance
Sheet Planning and Forecasting process. Processes mapped included Planning and Forecasting, Financial Analyst
Teams, Treasury, Risk Management and Product Management.
• Ongoing identification of issues and improvement opportunities, as well as implementation of best practices
surrounding the planning and forecasting process based on current industry standards.
The Renoir Group Oct 2008 – Feb 2009 ( Supply Chain Initiative )
• Health Care Client: University of Virginia Health System, Charlottesville, VA
• Senior consultant for a regional heath care facility supply chain initiative with my primary focus being Pharmacy.
Resulted in operating budget reduced by $1.7M annually, (total spend of $57M). Collaborative team effort with
vendors to reduce pricing based on market share, switching to less expensive / generic medications and utilization
of vendor assistance programs to offer free drugs for indigent patients.
• Succeeded where others have failed to install a system to identify and monitor IV waste resulting in reduce costs by
$20,000 annually, (total expense of $212K).
The McKenzie Group May 2007 – July 2008 ( Health Care Project )
• Health Care Client: University Health Care System, Augusta, GA
• Project Manager, In the Access department developed daily patient demand patterns and corresponding staff
schedules resulting in improved productivity and reduced direct labor costs in excess of $1M annually (of $4.7M).
• Installed for the Access Department an automated patient log to provide management the ability to monitor and
proactively react to off schedule conditions. Increased customer satisfaction by reducing wait times by 21%.
• Identified in excess of $335,000 in annual savings for the Patient Financial Services area by implementing process
improvements and installing productivity tools enabling managers to plan daily work flows.
• Reduced outsourced transcription jobs through elimination of process impediments and management monitoring of
new standards resulting in annual savings of $255,000.
The Lab, Inc, 2003 - 2005 & 2005 - 2007 ( Financial Services Projects )
• Financial Client: Credit Suisse, New York, NY
• As a Project Manager directed a team that identified over 80 process improvement opportunities resulting in annual
savings of $2.9M, (Total spend of $16.1M). Developed resource planning and performance measurement tools to
improve management effectiveness.

2. Richard C. Hulick, Sr.
Page 2
• Financial Client: Mercantile Bank, Baltimore, MD
• Experience with change management resulted in over 130 improvement opportunities for the back office operations,
Cash Management and finance areas. Working as a Team Leader and Senior Consultant, developed planning tools
and identified financial savings in excess of $750K in the Procurement, AP and Human Resources areas.
• Financial Client: Charles Schwab, Phoenix, AZ, Denver, CO
• Identified in excess of 150 improvement opportunities. As a Project Manager initiated implementation action plans
resulting in annual cost savings of over $400K
• Performance Analytics Client: Russell / Mellon, Tacoma, WA
• As the Project Manager, successfully implemented redesigned processes and established capacity modeling tools
that achieved benefits totaling over $4M annually in direct cost savings.
• Developed and initiated specific action plans to implement over 200 improvement opportunities.
• Implemented an Executive Management Operating Report measuring performance and quality metrics.
• Mortgage Client: Freddie Mac, McLean, VA
• Identified over 150 improvement opportunities in the Analysis and Design phase of the Seller Billing department.
• Worked with client team, developed internal and external training enhancements to increase invoice accuracy,
reduce errors and research time, and improved customer satisfaction.
• Established critical success factors for the end-to-end billing process; clarified roles regarding the resolution of
seller billing issues; all resulting in achieved benefits totaling over $300K in direct labor savings.
A. T. Hudson & Co., Inc. 1987 – 1992 & 1997 – 2001 & 2005 ( Cost Reduction Projects )
• Telecommunications Clients: Verizon – Boston, MA
• Health Care Clients: Baptist Health – Little Rock, AK & Montgomery, AL; Vaughn Medical Center, Selma, AL;
St. Joseph Riverside Hospital, Warren, OH; United Hospitals, St. Paul, MN; Meridia Health System, Mayfield
Heights, OH; Akron City Hospital; Mercy Hospital, Watertown, NY
• Human Services Clients: Florida Department of Children and Families, Orlando, FL; Cuyahoga County
Department of Human Services, Cleveland, OH
• Worked with senior level management and front-line supervisors in clinical and non-clinical areas to improve
productivity and reduce costs at several acute and primary care facilities.
• Developed new productivity standards, planning tools and management tools for measurement of performance.
• Eliminated non-value added activities and published reports resulting in substantial annual savings.
IMC, Ltd. 2002 - 2003 ( Logistics Project )
• Transportation Client: Union Pacific Railroad, St. Louis, MO
• Worked with Regional Directors and Team Leaders for call center maintaining car inventory and tracking the
location of freight vehicles throughout the United States. Identified payroll savings of 33.5 % or $6.8M.
• Developed and implemented a Management Program providing a uniform, comprehensive and organized process of
planning, assigning, and evaluating work. Implemented a Daily Schedule to assist the directors and team leaders in
making decisions regarding the assignment of queue work throughout the day.
Independent Contractor 1993 - 1994 & 1996 - 1997
• Health Care Clients: South Side Hospital, Pittsburgh, PA; DuBois Regional Medical Center, Dubois, PA
• Food Processing Clients: Consolidated Biscuit Company, McComb, OH; International Home Food Products,
Inc., Milton, PA; Manufacturing Clients: Ford Cleveland Casting Plant, Brookpark, OH; Hughes Supply
Company, Winter Park, FL
• Worked with teams of Managers and first level supervisors to reduce direct labor costs by 22% and streamlined
processes thereby reducing waste by 12%. Worked with client staff in a team environment to improve productivity
and resolve downtime issues in a high speed canning operation.
• Increased productivity utilizing the current labor force resulting in reduced overtime realizing savings of $30,000
annually. Established new productivity standards and increased productivity resulting in savings over $1M.
• Improved communications by establishing daily Start-Up and Shift Change-Over Meetings whereby the first level
supervisors were empowered to assign action plans to determine root cause of problems.
• Increased productivity was accomplished through implementation of a systematic problem solving process resulting
downtime and lost time issues were accurately identified and permanent corrective actions taken to eliminate the
problem. Identified cost reductions in direct labor in excess of $2 M through elimination of non-value positions and
activities, job combinations and improved resources scheduling practices.