Liz Lamb

Liz joined Ankura with the firm’s 2018 acquisition of c3/consulting. She takes a hands-on, roll up your sleeves approach to project management. She has led a variety of projects; portions of enterprise system implementations, acquisitions, outsourcing and divestitures, as well as process redesign and software development projects. Her experience across multiple industries, such as logistics, healthcare, financial services, and telecommunications, provides an added depth to her advice. In addition to holding everyone accountable, she is willing to step in and assist when needed. She easily fills the role of trusted mentor and advisor to other team members modeling new ways of thinking and the behaviors required to successfully overcome challenges. Liz excels in uniting parts of an organization with competing interests so that they focus on the project goals and begin to collaborate. Listening to varied interests and finding a common path enables Liz to move organizations forward and achieve their objectives.

Prior to joining c3, Liz spent 10 years representing functional areas of a $1.3 billion high-volume supply chain in an SAP implementation and business evolution at Nortel, a global telecommunications company. She leveraged supply chain knowledge with emphasis on order management and fulfillment to define business requirements, conduct gap analysis, and partner with software integrators and IT technical resources to design solutions. She also tested, trained on, and implemented ERP conversions and enhancements.

Before moving into operations, Liz spent eight years in accounting and finance. Her roles included internal audit, where she led financial and operational audits domestically and internationally, as well as accounting, where she provided budget development, financial analysis, and accounting support. Her financial background enables her to effectively manage project budgets and understand the long term financial implications of the changes that she is implementing.

Liz’s professional experience includes:

• Program Leadership, Global Health Care Company: Lead team in program management of a portfolio of 80+ initiatives focused on reducing cost and streamlining corporate processes, organization and contracts. Program delivered $100m+ in cost savings in the first year and on track to deliver a total of $300m over the course of a two-year period
• Interim Program Manager, Global Healthcare Company: Led a team of project managers and a portfolio of projects related to the client’s patient portal. Coordinated software development priorities and dependencies across seven Agile teams to deliver patient functionality, enhanced user experience, and meet requirements of a key federal program (CMS’s Meaningful Use 3).
• System Implementation, Global Healthcare Company: Assumed leadership for the final year and a half phase of a troubled five-year project to replace the corporate general ledger application of a large healthcare client. Worked across corporate accounting and multiple IT teams to drive accountability and improve transparency and communication to help the team finish strong.
• PMO Solution Implementation, Third-Party Logistics Company: Managed implementation of Microsoft’s Project Server solution for a large third-party logistics client. Partnered with client’s Microsoft integrato to implement a single platform across three business unit PMOs with an emphasis on process standardization.
• Software Development and Retirement, Global Insurance Company: Assumed leadership of a complex, “in-flight” $3.8 million project to retire legacy applications for a large global insurance client. Project consisted of multiple work streams to migrate dated applications to current platforms to simplify future development and reduce support costs.
• Process Redesign, Post Acute Care Management Company: Worked with client to assess and document current data analytics reporting processes. Identified and prioritized opportunities to streamline the process and enable client to support significant anticipated growth. Planned and initiated execution, building the momentum required for client to own implementation.
• Operations Divestiture, Global Telecom Company: Led the transition of a custom software lab into a third-party logistics (3PL) environment as part of a Chapter 11 divestiture. Partnered with both acquiring and divesting firms’ operations, IT, and 3PL providers to relocate the facility, train on, and transition systems and processes without disruption to customers.
• ERP Implementation, Global Telecom Company: Co-led the rollout of SAP warehousing module pilot program and volume ramp for the Americas. Emphasis was on establishing global processes and minimizing customization across regions. This project was a key component of Nortel’s Customer Operations Center strategy – a customer centric integrated supply chain developed using Design for Six Sigma approach.
• Six Sigma Green Belt Project, Global Telecom Company: Co-led project to increase the number of “touchless” orders resulting in reduced order fulfillment intervals, reduced cost, and increased customer satisfaction.