Beth Moss is a Director with over 30 years of experience in operations management, process improvement, and project management. She has held leadership roles at large companies like Acxiom, Comerica Bank, Bank of America, and Frontier Communications. Her areas of expertise include quality improvement, strategic planning, change management, and project management. She has a proven track record of on-time and on-budget delivery, cost reduction, and improved productivity.

1. BETH A. MOSS
608 Midland Blvd 248-217-7046
Royal Oak, Michigan MI 48073 bamoss315@live.com
CAREER SUMMARY
A Director with significant experience in process improvement and operations management. A results
and quality oriented leader able to develop and manage autonomous teams focused on timely
execution. Recognized for creative problem solving, business analysis, implementation, innovation and
cost reduction. Excellent communicator with consistent track record of positive results, increased
productivity and employee satisfaction.
AREAS OF EXPERTISE
Quality Improvement  Strategic Planning  Change Management  Leadership  Performance
Management  Project Management  Client/ Server Implementation  Oracle  MS Office  MS Project 
Visio  SharePoint  SFDC  Confluence  JIRA
PROFESSIONAL EXPERIENCE
ACXIOM, L.L.C., Detroit, MI 12/2015 – present
Sr Manager – Operations
Provide vision, leadership, and guidance to associates; coach and mentor direct reports to ensure
an inclusive, motivating work environment, and desired business outcomes are achieved
Make important policy, planning, and strategy decisions
Develop, implement and review operational policies and procedures
Manage the operations process,embracedesign, planning, control, performance improvement, and
operations strategy
COMERICA BANK, Auburn Hills, MI 5/2015 – 11/2015
IT Project Manager, Role-Based Access Control/AD Migration Project
Business strategist; plan and manage multimillion-dollar projects aligning business goals with
technology solutions to drive process improvements, competitive advantage and bottom-line gains.
Excellent communicator; leverage technical, business and financial acumen to communicate
effectively with client executives and their respective teams.
Adept at agile and waterfall project management methodologies. Known for ability to produce high-
quality deliverables that meet or exceed timeline and budgetary targets.
BANK of AMERICA, Troy, MI 11/2012 – 5/2015
Change Manager, Persona Project 2014 - 2015
Developing, defining and documenting process and rules for enterprise device deployment.
Updating current policy to align with methodology change. Review associate-to-profile content with
all Lines of Business for accuracy to insure seamless transition and accurate financials. Facilitate
planning meetings with Lines of Business to prepare for device migration/profile alignment.
Coordinate migrations with Lines of Business, scheduler, technicians. Facilitate issue remediation.
Responsible for the overall management of daily reporting and governance of the project. Manage
tracking spreadsheets/project plan to assist in managing planned events and device migrations.
Change Manager, SAN Storage Migration Project 2013 – 2014
Manage scheduling and resource coordination for storage migrations from end-of-lease arrays to
newer technology. Facilitate worldwide planning meetings with Storage Lead/Engineers, Lines of
Business, Application owner, Server Admin and DBA teams.

2. BETH MOSS
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BANK of AMERICA, Troy, MI (cont’d)
Participate in the migration events; insured appropriate participation and facilitated issue
remediation, within the planned migration window. Responsible for the overall management of daily
reporting and governance of the project. Manage tracking spreadsheets/project plan to assist in
managing planned events and server migrations.
Change Manager, BAND7 Project 2012-2013
Manage full deployment of Windows 7 globally across the enterprise. Facilitate worldwide meetings
with business and technology. Responsible for the overall management of daily reporting and
governance of the project. Interact and partner with business IT groups globally, as well as,
associated Corporate IT functions. Create and maintain SharePoint site to track project
scorecard/updates. Manage tracking spreadsheets/project plan to assist in managing planned
events and user migrations.
OAKLAND COUNTY, Pontiac, MI 5/2011-6/2012
Portfolio/CRM Manager, Dept of Health and Human Svcs 2011-2012
Creating clear and attainable project objectives, building the project requirements, and managing
scope for a portfolio of Health Department projects. Oversee a team of Systems Architects,
Business Analysts, Developers and User Support Specialists engaged in delivering technical
solutions and supporting business applications. Manage interaction with Health Department and
Oakland County cities, villages and townships. Utilize technology to organize, automate, and
synchronize business processes.
BANK of AMERICA, Troy, MI 9/2010-5/2011
Technical Project Manager, tBAND Project 2010-2011
Manage the world wide migration of 9,000+ users from legacy Merrill Lynch to BOA infrastructure.
Facilitate worldwide meetings with business and technology. Create and maintain SharePoint site
to track project updates. Manage tracking spreadsheets to assistin managing 330 events and 9,000
user migration. Track issues and risks in all aspects of operation.
R.L. POLK & CO., Southfield, MI 9/2004-2/2010
Industry leader in automotive intelligence and solutions; Annual revenue of $150MM, Number of
employees – 500
IT Director 2004-2010
Guided and lead applications development, delivery and maintenance of programs and systems, in
accordance with the corporate strategic plans and objectives. Interfaced with sales and client on
design of tailored solutions or product modifications. Lead innovation and technology integration
efforts specific to AIS, OEM, Heavy Truck and Aftermarket client requirements.
 Forecasted for and managed-to assigned budget, minimized expenditures and optimally utilized
resource. Responsible for supporting books of revenue ranging from $10MM - $45MM and
teams ranging in size from 10 to 31.
 Reduced cost by $350k and reallocated 7 developers by migrating desktop cyclical processing
to server environment. Scope: 2,500 monthly customer deliverables; required 5 full time
developers for 6 months; completed 2 weeks ahead of target.
 Reduced overhead cost by $200k by developing a customer facing online web application for
cataloguing and inventory management. Scope: 1,000 clients; required 1.5 full time developers
for 5 months; completed on target.


3. BETH MOSS
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R.L. POLK & CO., Southfield, MI (cont’d)
 Automated and migrated process to Oracle, thus improving throughput and turn time by 50%.
Scope: 500 clients; required 5 part time developers for 6 months; completed on target.
 Improved 16 hour run time by 75% by automating processing of monthly stat deliverables.
Standardized jobs written by 4 different developers; migrated them from individual desktop to
one Oracle job stream with an automated trigger. This automation included coding for QA. The
only items reviewed by an actual resource, were those that threw exceptions. Scope: 250 – 275
monthly customer deliverables; required 4 part time developers for 2 months; completed 1 week
ahead of target.
 Consistently maintained a 99.9% ‘defect free’ and ‘on time’ rating on over 40,000 customer
deliverables annually. Engaged in Six Sigma process improvement activities (FMEA, LEAN Six
Sigma, DMAIC etc.), preventative and corrective action efforts to consistently produce and
maintain exceptional quality.
 100% annual completion rate on all corporate, organizational and department projects/initiatives.
 Developed a strategy map and implemented a Balanced Scorecard (BSC) enabling clarification
of the vision, alignment to departmental/corporate strategy and translation into action. The BSC
provides feedback around both the internal business processes and external outcomes in order
to continuously improve strategic performance and results.
 Selected, as a mentee, for corporate leadership mentoring program from a pool of 400
candidates in the firstyear of the program. In each of the subsequent years, provided mentorship
to 3 inexperienced leaders. Certified by Menttium Corporation.
 Managed to a number of monthly metrics that measured Sales Satisfaction, Employee
Satisfaction, Cost Reduction, Budgeted Headcount, Quality and On Time, Execution against
planned projects (such as Six Sigma, Automation and Process Improvement), Corporate
Initiatives and Resource Development (Company knowledge of systems, products, restrictions,
processes, people, etc. as well as technical skill proficiency). Consistently met all objectives.
 Implemented an employee recognition program that allowed for anyone at the company to
identify excellence, regardless of their department, title, reporting structure, etc. The metrics
measuring morale and employee satisfaction improved by 17%, immediately following the launch
of this program.
 Functioned as an internal ISO 9001 auditor to ensure all processes, to which ISO rules had been
applied, passed the requirements for certification.
BETH MOSS, Royal Oak, MI 8/2002-9/2004
Professional and technical services provider.
IT Consultant 2002-2004
Web page development, general consulting and IT maintenance for small business clients.
 Development and delivery of business systems for clients in the not-for-profit organization
space.
 Systems included, inventory, payroll, accounts receivable, accounts payable, forecasting and
various methods of performance tracking.

4. BETH MOSS
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A.C.N., Inc, Farmington Hills, MI 7/1999-8/2002
Reseller of telecommunication products and services. Annual revenues of $1.5MM. Number of
employees - 350
Operations Director 1999-2002
Managed the development of Windows NT-based client/server order management and client
provisioning systems. Directed 50+ FTEs accountable for entering and connecting 50,000 voice
and utility customers each month. Served as the corporate liaison with Regulatory agencies, LECs,
utilities, and third-party vendors to ensure compliance and enhanced performance. Oversaw FCC
Complaint process to ensure timely resolution, customer satisfaction and fine prevention. Met with
a board of Attorney Generals on a quarterly basis to review legislation on ’questionable business
practices’. Responsible for implementing changes to the system in concert with changes in
legislation.
 Reallocated $145MM in revenue within 30 days, from one carrier to another, maintaining 100%
service quality and performance.
 Improved accuracy and integrity of order and response file data by 20% by designing and
building an audit mechanism. Scope: 50,000 monthly orders; required 1 part time employee
for 1 week, completed 2 days ahead of target
 Reduced annual cost by $250K by integrating 3rd party energy operations into corporate order
management process. Scope: 75,000 customer accounts; required 2 part time employees for
3 months, completed on target
 Required to maintain 99.99% compliance rate monthly, per FCC regulation. Reduced non-
compliance allegations by 50% by developing an early warning alert.
 Created and implemented a ‘Win Back’ campaign. Assembled a 10 seat call center to
facilitate the campaign and monitored progress daily. Scope: 76% success rate; required 10
full time employees for 3 months.
FRONTIER COMMUNICATIONS, Bingham Farms, MI 4/1985-7/1999
Tier 1 provider of telecommunications products and services. Annual revenue of $2.1 Billion.
Number of employees – 10+K
Business Systems Liaison 1996 - 1999
Senior Manager Commissions 1993 - 1999
Revenue Accounting Analyst 1989 – 1993
Sr Billing Analyst 1985 - 1989
EDUCATION
BA, Psychology, Oakland University, Auburn Hills, MI
Six Sigma Green Belt, GPS, Inc., Harrison Twp, MI
LEAD Management Certification, HRS Advantage
Certified Mentor, Mentiium, Inc.
ISO 9001 Auditor