This document provides a summary of Elaine M Biggs' career experience including her current role leading digital transformation projects at Molex. She has over 20 years of experience leading enterprise-wide project management offices, quality programs, and continuous improvement initiatives. Her experience spans several industries and she has a track record of reducing costs and improving project delivery times.

1. Elaine M Biggs
925 West Chesterfield Court
Palatine, Illinois 60067
847-650-2401
ElaineMBiggs@gmail.com
www.twitter.com/ElaineMBiggs
www.linkedin.com/in/ElaineMBiggs
CAREER SUMMARY
Enterprise Program Management Office (ePMO) hands on leader with a track record of driving
global large-scale enterprise strategic initiatives. Proven experience in creating from start-up
and optimizing an enterprise Program Management Office (ePMO) with a global portfolio of
business, technology and IT projects, applying project management, risk management and
continuous improvement best practices to reduce risk and deliver outstanding financial results.
Reduced project delivery time by over 20% and cumulatively contributed over $483MM cost
savings to profit and loss.
AWARDS AND RECOGNITION
 CEO QUALITY AWARD. 68% reduction of customer defects in 12 months, Motorola.
 iSixSigma Quality Leadership, Top Performer Award.
 CEO High Potential Award for Significant Contributions. Nominated by CEO, Kantar.
EXPERIENCE
MOLEX- Lisle, IL. 2019 -Present
$6B electronics design, manufacturing and distribution company
Project Management Office and Supply Chain Business Transformation Leader
Responsible for the enterprise product management and supply chain digital transformation.
Created a strategic framework for redesigning manufacturing and transactional processes.
Apply design thinking, lead the organization to achieve results and coach employees to adopt
the change. Lead successful outcome of the transformation through effective facilitation,
tracking dependencies, reporting accomplishments, and managing critical paths. Advise
leadership on best practices on project management disciplines and approaches, act as the
point of contact to coordinate across various contractor and full-time program and project
managers across multiple time zones. Designed and implemented a global business system
with a steering governance review process.
 Architect the strategic direction, lead, and execute an enterprise-wide transformation
roadmap in product development in five global design centers, supply chain, manufacturing
including 81 plants, procurement, supply chain, logistics and distribution.
 Coach C-level leaders on transformational best practices across the enterprise. Reduced
project delivery by over 20%. Optimized the strategic portfolio of business and information
technology programs.
MORTONSALT -Chicago, IL 2015 – 2018
$2B mining, manufacturing and distribution company
Senior Director Enterprise Project Management and Continuous Improvement Office of the CEO
Responsible for the enterprise Project Management Office (ePMO) and continuous improvement,
reporting to the SCO executive team. Created an enterprise Project Management Office (PMO) business
system operating model for standardization and repeatable processes. Owned the development and
delivery of three-year ePMO roadmap. Drove service level delivery (SLA) execution using Center of
Excellence (CoE) capabilities around methods and tools, training, robotic process automation (RPA),

2. benefits tracking, integration management, and resource management across the portfolio. Provided
leadership the recommended resolution with escalation of issues that may impact project scope, schedule,
or budget. Spearheaded the enterprise Project Management Office (ePMO) to design, prioritize and
deliver those programs / projects that contributed the greatest impact to the customer experience and to
business profitability.
 Architected, from start-up, an enterprise-wide strategic enterprise Project Management Office
(ePMO) for two businesses, five Third Party Logistics (3PL) and 21 plants improving project
delivery metrics by over 20% and costs by $10MM. Set strategic direction of program
management Center of Excellence (CoE). Reduced project delivery by over 20%.
 Accelerated business results through the application of project management and Lean Six
Sigma quality principles resulting in integrated, standardized, streamlined Project
Management processes improving productivity by $22MM. Supported two businesses, five
Third Party Logistics (3PLs), and 21 plants.
 Developed a continuous improvement quality program, actively coaching C-level leaders
resulting in reducing customer issues by over 55%. Strategic advisor to CFO and CSO.
 Hired staffing, trained, and built an agile commercialization stage gate life cycle process for
new technology programs to increase earnings by $15MM. Transformed procure to pay and
order to cash value streams.
 Directed warehouse and logistics network improvement contributing $10MM to the profit and
loss and improved service levels to over 99%.
 Coached product managers on project management and continuous improvement reducing
customer issues by 55% and improving productivity by 4%. Strategic advisor to CFO and
CSO on reducing business risk and implementing major change in the organization.
KRAFT FOODS- Northfield, IL 2013 – 2015
$18B consumer packaged goods manufacturing and distribution company
Business Process Excellence and Continuous Improvement Leader, Supply Chain Project
Management Office
Responsible for global quality and cost reduction program in Consumer-Packaged Goods (CPG).
Led strategic program management and managed multiple cross-functional programs (procurement,
supply chain, manufacturing, product development, packaging, sales, and operations etc.) required to
execute on Kraft’s cost reduction strategy. Created a global strategic program (PMO) to drive quality
improvement and to deliver cost reductions in design, material components, assembly, transportation, and
field operations. Influenced all areas of the organization to design, implement, and enhance products and
services. Executed the organizational change management activities to make the change sustainable.
 Led strategic initiatives cost, quality and business initiatives including supplier packaging
initiatives for six divisions, 52 plants and delivered $38MM in savings.
 Developed a pipeline of over $300MM cost reduction strategic plans from enterprise-wide
value stream Kaizen events. Created a prioritization and portfolio management model.
 Trained and developed people by mentoring over 50 project managers, 25 Lean leaders, 25
Master Black Belts and 50 Black Belts to drive company quality, productivity, sustainability,
and cost reductions.
 Organized and facilitated a Kraft hosted round table of best practices for 19 Fortune 100
companies. Set negotiated requirements and standards for lifecycle management.
 Directed enterprise-wide showcase displaying, recognizing, and sharing best practices and
project improvements across six divisions, influencing thousands of Kraft employees.
Received recognition by CEO. Produced two-minute YouTube video for the CEO.
 Created and optimized resource plan and improved productivity by 4%.

3. KANTAR OPERATIONS SHARED SERVICES OFKANTAR, WPP INC -Lisle, IL 2010 - 2013
$4B world leader in market research, global market information, and business analysis.
Vice President
Responsible for Enterprise Project Management Office (ePMO), Quality and Standards.
Created an enterprise framework to focus on the prioritization and delivery of both business process and IT
programs / projects in the areas of order to cash, sales operations, client management, information
security, etc. Created a Center of Excellence (CoE)and Project Portfolio Management(PPM) to
centralizemanagement of the processes,methods, technologies, reporting and best practices.
Developed and delivered on the milestones of a three-year ePMO roadmap. Managed the intake
process and demand management function. Trainedthe organization to executeon a high degree of
financial reportingdiscipline for both capital equipment expenditures and expense.
 Created the strategy and set up a global ePMO for over 200 projects in business,
technology and IT, executed under budget, developed global risk assessments,
implemented governance with change management plans improving on time delivery metric
by 20% and productivity by over 4% in over 17 countries in 15 months. Implemented agile
project management.
 Managed global corporate project initiatives to achieve certifications (ISO) in under a year.
 Improved customer satisfaction scores by 28% in less than 11 months.
 Created and instituted a global product and process excellence standard. Set strategy and
headed the program in over 17 countries in less than 15 months.
 Championed a multi-national global team to create, standardize and improve customer
satisfaction. Consumers satisfaction scores improved by 28% in less than 11 months.
 Received CEO leadership award for closed-looped system of “root” cause analysis to
improve design and prevent issues. Created PMO mindset with strong communication plan.
BIGGS8th
DAY, LLC- Palatine, IL
Managing Partner 2009 – 2010
A Project Management Office (PMO) and Lean Six Sigma (LSS) consulting practice.
Created an advisory practice to share and implement world class best practices in project management
and business process design. Managed multiple cross-functional projects critical for the organizational
growth and provided advisory insights to improve execution. Coached project leads to identify and
resolve issues and remove roadblocks. Facilitated the solution for recovery strategies when
project schedules or budgets were in jeopardy. Demonstrated Agile leadership from driving high
profile directives to participating as a hands-on team member.
 Improved productivity by 4% for smartphone iPhone 4 manufacturing in Mexico. Consulting
experience includes leading across the global organization in the areas of supply
management, schedule optimization, material loading and replenishment (Kanban), test
engineering, shipping, and customer returns.
NIELSEN, INC. -Schaumburg, IL 2008 – 2009
$5.5B consumer information, market research company and IT service
Vice President Business Process Improvement for Global Operations
Accountable for global operations enterprise Project Management Office (ePMO) and software
development. Created a strategic framework for redesigning processes, executing both
software and hardware programs, leading the organization to achieve results, and coaching
employees to adopt the change. Demonstrated strong facilitation skills coupled with an exhibited
ability of gaining consensus and aligning multiple stakeholders to embrace strategies. Identified

4. program risks, developed contingency plans, and tracked progress. Developed a set of
dashboards to communicate up and down the organization the status of the portfolio.
 Guided a global team in setting strategies and creating quality systems and strategic
maturity roadmaps across 18 business units in 62 countries delivering $36MM to bottom
line.
 Conducted Kaizen value stream mapping and project planning events from sales through
client delivery to cut costs across all businesses resulting in 9% headcount reduction.
 Supervised global PMO governance and KPIs monthly reviews for North America, Europe
and Asia.
 Coached C-level leaders in project management, Lean and Six Sigma to achieve belt
certification.
 Commanded the project team in global supply chain that implemented 23 Lean software
development solutions using Agile and Scrum methods.
 Implemented strategic initiatives in 18 businesses in 62 countries, delivering on time and on
budget.
 Increased service levels to over 99% by implementing customer focused solutions.
 Saved $36MM and improved productivity 5%.
 Reduced customer complaints by over 60% in eight months.
MOTOROLA, INC.
$37B technology and telecommunications company
Senior Director of PMO, Quality, Master Black Belt (2006 – 2007)
Responsible for finance quality in $14B global transactional financial services operation.
Conducted end to end process mapping, applied design thinking to create process redesign,
constructed metrics and KPI reporting to achieve best in class financial processes and
reporting. Demonstrated strong financial acumen and solid business sense to optimize across
the organization. Established a culture of accountability throughout the organization by
facilitating an effective goal deployment that aligned with business unit and corporate goals.
 Implemented operational excellence in finance and contributed $24MM to profit and loss.
 Eliminated waste in project accounting, cost accounting, bid to contract, claims, and
administration processes by using continuous improvement and Lean.
Director of Supply Chain PMO (2004 – 2006)
Responsible for supplier quality PMO and Lean Six Sigma in $14B mobile phone business.
Optimized demand planning, supply planning, scheduling, and transportation processes to
reduce cycle time, errors, and costs. Managed the intake and demand management function
and maintained the capital and expense budgets across the program portfolio. Tracked
monitored and managed resource and capacity management conflicts and demands. Led risk
management to identify a vendor pool to resolve a current issue or mitigate a future risk.
Directed multiple project teams to optimize business processes, adding over $20.3MM to the
profit and loss. Developed a supplier management program using Design for Six Sigma (DFSS)
to improve supplier capability, decreasing material costs by 20%.
 Directed team building events to optimize business processes, adding over $20.3MM to
Profit and Loss.
 Developed a supplier management program using Design for Six Sigma (DFSS) and
management experience to improve supplier capability, decreasing material costs by 20%.

5. Director of Distribution and Logistics Quality (2002 – 2004)
Responsible for distribution quality for team of 52 with $4MM operating budget.
Spearheaded the turnaround of a one million square foot warehouse distribution center to
accelerate product delivery, improve quality, reduce costs, and achieve greater revenues per
square foot. Oversaw a workforce of 50 employees globally and influenced a larger cross-
functional network. Led the development, implementation of safe, optimal and cost-effective
manufacturing processes and methods to meet and exceed customer expectations.
 Drove a quality turnaround achieving a 68% improvement in eight months for distribution
center processing over 21MM units while employing over 70% contract labor.
 Achieved 99% defect reduction consistent lean improvements and Six Sigma redesign.
 Enhanced end product delivery and quality reducing costs by 21% using Lean and analytics.
Director of Supplier Quality, Mobile Phones (2000 – 2002)
Responsible for supplier and Third-Party Logistics (3PL) quality in mobile phone business. Led
and taught 3PLs how to build products with quality and speed. Coached suppliers to improve
quality while reducing cost per unit. Proven management experience and problem solver with
ability to manage in ambiguous and complex environment with the ability to make sound
business recommendations. Spearheaded supplier quality improvement efforts to achieve high
quality performance from suppliers. Developed a robust warranty process using reliability
engineering principles. Worked with customers and senior leadership to provide corrective and
preventative actions.
 Reduced scrap 68%, by working with suppliers and packaging vendors.
 Improved time-to-market by 33%.
 Led engineering PMO team to eliminate defects 83% while reducing material costs 20%.
Director of Operations Computer Group (1998 – 2000)
Responsible for 144 technical operations and New Product Introduction (NPI) and
Environmental Health and Safety (EHS) teams in a high mix, low volume computer
manufacturing plant. Led operations, technical operations, new product introduction, test
engineering, compliance, and environmental health and safety teams to reduce cost, improve
quality and accelerate delivery. Proven success in gaining credibility and building trust with
senior executives and stakeholder management in a matrix, cross-functional structure. Created
and managed expense and capital budgets with long-term forecasts. Established continuous
improvement and global production strategies that supported the overarching manufacturing
strategic plan. Implemented Lean manufacturing and achieved a 99% on time delivery.
 Implemented industry best practices and achieved 98% on time delivery ratio.
 Reduced costs 21% by implementing a Lean operating system. Rescued struggling factory
saving 800 jobs by optimizing production without additional capital investment.
Plant Quality Manager, Ceramics Components (1998)
Responsible for end-to-end plant quality including design, manufacturing, and distribution,
leading a direct team of 30 and indirect over 140. Exceeded customer expectations by
delivering end to end quality performance, from material quality, operational quality, logistics
quality and delivered product warranty.

6.  Drove plant turnaround resulting in a 33% time-to-market reduction and a 59% reduction in
warranty costs by instituting new product introduction processes and structuring a new
reliability engineering program with no additional capital equipment. Plant sold to CTS.
Process Engineering Manager. New Ventures Start-Up. (1991 – 1998)
Responsible for quality in start up business. Designed new processes from scratch for start up
business. A self-starter, hands on leader with proven skills to influence without authority and
collaborate with all levels of the organization. Developed strategies to improve quality
deliverables and launch metrics for across product development process to support growth
goals. Discussed quality issues resolution with regulators and monitored compliance. A self-
starter, hands on leader with proven skills to influence without authority and collaborate with all
levels of the organization.
 Improved quality 68% and eliminated waste 87% by instituting a Lean operating system.
EXPERIENCE SKILLS
Vision | Strategic thinker | Business strategy | Management experience | Project management
skills | Client management | Service delivery | Process management | Risk management |
Capital planning | Design thinking | Process design | Negotiation | Business Process
Outsourcing| BPO | Vendors | Vendor management | External suppliers | PMO framework |
Agile | Scrum | ePMO | Testing | SDLC
ADDITIONAL SKILLS
Industrial experience | Business acumen | Ability to lead | End to end | Gap analysis | Technical
requirements | Build consensus | Systems | Systems support | Scalable | Benchmarking |
Business analytics | Business intelligence | Creative problem solver | Productivity | Teamwork
engagement | Innovation | KPI reporting | Strong analytical skills | Metrics reporting | Training |
Knowledge sharing | Learning systems | Organization development | Recruiting talent | Written
communication | Verbal communication | Communication skills | Regional | Global | Computer
software | Microsoft Office | Excel | Power BI | Visio | Adobe
PERSONALITY PROFILE / TRAITS
Passion for execution | Accountability | Tenacity | Ownership | Coach | Decision making |
Influencing | Develop | Focus | Decisive | Driven | Integrity | Creativity | Engaging | Leading |
Partnership | Consistency | Highly organized | Impact | Influence others | Organized | Adaptable
| Consistency | Confident | Productive | Proactively | Collaborative | Analytical | Attention to
detail
EDUCATION
University of Chicago Booth School of Business, Chicago, IL
MBA, International Business, Finance, and Economics
Market Leadership Strategies for Service Companies
Illinois Institute of Technology, Chicago, IL
Master of Science Degree
Statistics and Operations Management
University of Illinois, Chicago, IL

7. Bachelor of Science
Chemical Engineering
CERTIFICATIONS AND TRAINING
 Prosci Organizational Change Management ADKAR model.
 LaMarsh Organizational Change Management model.
 Certified Project Management Professional (PMP) from PMI.
 Certified ASQ Quality Engineer (CQE).
 Certified ASQ Reliability Engineer (CRE).
 Certified Motorola Master Black Belt (MBB).
 Certified Motorola Six Sigma Green and Six Sigma Black Belt (BB).
 Certified ISO Auditor (ISO 9001).
PUBLICATION
 Authored design of experiments book published by Addison Wesley Publishers.