Shaun Emmons

Built, operationalized, and managed the firm's Process Improvement Office, establishing its charter, value proposition, operating model, service offerings, role definitions, engagement approach, delivery expectations, and long-term evolution roadmap. Defined the office's process improvement methodology, including meeting elicitation practices, stakeholder engagement methods, discovery approach, fa

Led statewide modernization efforts as the department's principal process resource, guiding discovery, requirements elicitation, current-state assessment, future-state design, and process documentation. Improved leadership visibility into statewide programs exceeding $100M in annual budgets by strengthening analytics, reporting definitions, KPIs, business rules, and documentation practices.

Improved process and technology delivery by translating stakeholder needs into prioritized requirements, functional specifications, and actionable delivery guidance. Identified process gaps, decision points, business rules, and workflow dependencies to reduce ambiguity and strengthen execution consistency.

Improved operational performance by leading process reengineering and change management initiatives across a large financial services environment. Strengthened governance and quality consistency by designing processes, supporting policy development, and translating risk considerations into practical improvement recommendations.

Improved reporting and business visibility by developing T-SQL procedures, data queries, and documentation supporting reliable information delivery. Translated business questions into data and process requirements that strengthened alignment between operational teams and technical delivery groups.

Accelerated solution readiness by eliciting requirements through workshops, interviews, process mapping, use cases, and workflow analysis. Improved requirements quality by reconciling conflicting inputs, clarifying stakeholder needs, and distinguishing stated requests from true business requirements.

Aligned firmwide technology strategy with civil engineering project delivery, operational growth, infrastructure reliability, client service expectations, and executive priorities. Developed the 2008–2011 IT Strategic Plan with C-level executives and governed a $2M–$5M technology portfolio across systems, infrastructure, service delivery, security, vendor management, budgeting, and risk-informed d

Advanced global process transformation by managing workstreams for new business processes, call center operations, and enterprise adoption across distributed teams. Improved Order-to-Cash and Opportunity-to-Close consistency by supporting MySAP process development, global deployment planning, and implementation governance.

Modernized public-sector operations by leading requirements for an Enterprise Work Order Management Solution and aligning departmental stakeholders around solution needs. Reduced permit processing time from eight months to two months and generated $8M in additional revenue by developing a Digital Plan Submission solution.

Sold and led cross-industry consulting engagements that improved business strategy, process performance, and client delivery outcomes. Delivered system projects from scope and requirements through design, testing, implementation, maintenance, and training.

Master of Arts in Organizational Leadership with a concentration in Information Technology Management, completed in 2021.

Bachelor of Business Administration degree from Oglethorpe University, completed in 2004.