Professional Summary: Proactive and goal-oriented management professional with defined experience and success in Healthcare/Managed Care, Telecommunications, and Manufacturing domains. Significant experience within management of functional roles of: business analysis, program/project management, quality assurance, process improvement, product development, and operations management functions. Responsible for assignments with increased responsibilities for overseeing initiatives ranging from $50K - $70M while managing and directing teams from 2-30 front-line employees and mid-level managers. Possess exceptional communication and liaison skills between business and technical resources, a forward-thinking leader with unparalleled drive that consistently delivers exceptional bottom-line results. • Business Analysis • Six Sigma/Lean Six Sigma • Process Improvement • Financial Modeling • Project Management • Leading/Managing Teams • Vendor Management • Stakeholder Communications • Strategic Planning • Solution Validation • Risk/Issue Management • Change Leadership

Director, Business Analysis @ Responsible for directing and overseeing the development and management of the enterprise project management office (EPMO) Business Analysis function and team. Focusing on maturing the BA team function and processes around a center of excellence framework in the areas of: enterprise analysis, requirements analysis, solution assessment and validation, business analysis planning and monitoring, elicitation of needs/requirements, and requirements management and communications. Additional responsibilities include integrating the team within various functional areas of CHI (e.g. local/national market focused on ITS, HR, Finance, Clinical Management, Strategy & Planning, etc.) to support the identification and development of strategic initiatives (business case development), and moving approved concepts forward through the EPMO project request and governance approval process. • Business Analysis Function: Developed and built the business analysis function within CHI’s EPMO. • Hired/Trained/Leading: Initiated the team from no resources within the EPMO to a team of roughly twenty-five business analysts spread both regionally and nationally across CHI’s five regions. • Process Efficiency and Quality Improvement: Responsible for designing a Business Analysis COE, and integrating processes and procedures related to the business analysis function within CHI. From December 2010 to Present (5 years 1 month) Business Program Manager @ Originally hired at Great-West Healthcare, now part of CIGNA, entered through the management leadership program and progressed through various management rotations within Marketing, Product Development, Accounting, and Emerging Market Operations. Last role held as Business Project Manager - Payer Solutions Segment, responsible for overseeing the development and implementation of a Program Management Office (PMO), and managing a team of project managers responsible for delivering on a portfolio of strategic initiatives that spanned across IT infrastructure and application development, Accounting, Sales, Legal, and Service Operations (e.g. customer service, claim pricing, provider contracting, billing, client implementation, and audit). Areas of focus included: • New Business Development: Providing support to the Operations Vice President in the implementation of new client acquisitions and partnerships through business integration strategy planning and execution. • Product / Project Implementation: Overseeing a team of project managers responsible for the successful implementation of key products and supporting operations projects through cross-functional teams. • Process Efficiency and Quality Improvement: Responsible for documenting and implementing PMO best practices and overseeing a broad range of system and quality initiatives that focus on customer satisfaction and process efficiencies. • Cost Containment: Responsible for developing and implementing cost containment strategies.. From May 2003 to December 2010 (7 years 8 months) Sr. Program Manager @ Served as a Senior Program Manager to the telecommunications division of a $40+B energy corporation, responsible for leading various initiatives in service delivery application development, testing and deployment. Areas of focus included: • Program Management: Oversight and management of critical inventory, provisioning, and order management applications which produced >50% efficiencies in program development and implementation, eliminated software change requests by 30%, and streamlined user requirements by 20%. • Vendor Management: Managed parts of the external vendor relationship with Accenture during project planning and implementation phases of the software development and deployment by interfacing with senior management and delivering detailed proposals to maximize ROI. • Training and Support: Conducted application training for domestic and international users (United States and United Kingdom) From September 2001 to June 2002 (10 months) Senior Manager - Tactical Planning Operations @ Responsible for the oversight, management and delivery of multiple telecommunications engineering projects ranging from $2K to $10M. Duties included overseeing tactical planning engineering operations and special programs management. From June 2000 to June 2001 (1 year 1 month) Senior Program Manager @ Responsible for organizing OSP engineering/construction teams and directing local market management teams comprised of Marketing, Finance, Legal, Complex Services, and Project Management staff to design, build, and monitor a $28M fiber optic development initiatives for large business segment. From July 1997 to June 2000 (3 years) Sr. Quality Engineer @ Responsible for providing product development and manufacturing quality assurance oversight including product requirement development, testing, and certification to child safety laws for multiple new product development teams within the organization. From March 1995 to June 1997 (2 years 4 months)

MBA, Business Management @ University of Denver - Daniels College of Business From 1999 to 2001 MSM, Management Tools @ University of Denver - Daniels College of Business From 1999 to 2001 BS, Industrial Technology @ Colorado State University From 1990 to 1994 Kevin Stolpmann is skilled in: Six Sigma, Project Portfolio Management, Team Building, Operations Management, Management Consulting, Process Improvement, Business Analysis, Cross-functional Team Leadership, Program Management, Project Planning, SDLC, Analysis, Management, Product Development, Business Process