Enterprise Transformation·Strategic Operations·Procurement & Value Realization·Operational Excellence·Organizational Change
Nearly two decades inside administration, operations, procurement, HR technology, consulting, and transformation: nine years operating inside procurement, then six more rebuilding how organizations run. Ken turns that cross-enterprise view into programs people adopt and value leaders can measure.
Ken Munshower’s career has been a nearly two-decade study of how organizations really work — not inside one function, but across all of them.
He is passionate about helping organizations transform — and about bringing their people along on the journey, so change becomes something teams build together rather than something done to them, enabling sustainable, long-term organizational adaptability.
After earning a B.S. in Marketing from the University of Tampa, Ken started in marketing analysis and higher-education admissions, learning early how clear messaging moves people to act.
At Affival, a specialty steel-and-chemicals manufacturer within the SKW Stahl-Metallurgie Group, he spent four years as a direct report to the CEO while overseeing the company’s administrative functions and the roles within them. Running corporate administration meant seeing the whole enterprise at once: board books and executive presentations, ERP discovery and evaluation, 5S across manufacturing, a procurement function built from scratch, and a headquarters relocation and plant expansion.
Looking to broaden his scope, he joined Highmark Health, one of the nation’s largest Blue Cross Blue Shield organizations, where he sourced regulated healthcare services — pharmacy benefit management (PBM), non-emergency medical transportation, hospice and palliative care, and Medicare products such as colorectal cancer screening — alongside digital solutions for members.
At NetJets, a Berkshire Hathaway company, Ken served as an internal consultant to Marketing and Human Resources — most notably partnering on the HR technology transformation that brought in a new HRIS. He built tools and processes inside his stakeholders’ own teams so procurement became part of their strategy rather than a step at the end of it. At Ascena Retail Group, he led corporate procurement through a period of deep organizational instability; the company later went through bankruptcy and sold off its brands and assets.
He then moved into consulting with Proxima, part of Bain & Company, supporting Managing Partners on transformation engagements for Fortune 100 technology leaders — analyzing contract portfolios alongside the governance and operational processes behind them. When the global pandemic reshaped the consulting landscape in 2020, he returned to the Berkshire Hathaway family of companies.
At FlightSafety International, another Berkshire Hathaway company, Ken first led HR operations transformation as Director of Administrative Operations. That work made the case for something the company didn’t yet have — and Ken built it: the enterprise change and transformation discipline, and the Change Management Office that connects Strategic Initiatives to the PMO.
Every stop added another department to the map — and more people to develop. Ken has built and led teams of direct reports, cross-functional change networks, and matrixed working groups where influence mattered more than authority. He believes organizations succeed when their people grow, so he coaches, delegates real ownership, and builds capability that stays after the project ends. Today he connects enterprise activity at the portfolio level, giving executives one view of what’s moving, what’s at risk, and where initiatives can build on each other’s synergies instead of competing for the same people and attention.
He is completing his MBA at the University of Illinois Urbana-Champaign, Gies College of Business, and holds Prosci, CCMP, and Lean Six Sigma Black Belt credentials.
Scope, approach, and outcome. Details stay qualitative where confidentiality requires it.
Grew an enterprise change function from a single role: triaged roughly 80 requests into about 30 enterprise-wide initiatives, each reaching 300 to 5,000 employees, and sustained 91% average adoption at 90 days.
Business-side project manager and change lead for a cloud HR platform spanning core HR, workforce management, benefits, and surveys, with every training asset built in-house before a learning and development function existed.
Led process redesign and change for a roughly 300-person customer experience and scheduling operation, connecting enterprise capacity planning to how frontline teams schedule the work.
Category strategy, sourcing, and supplier management across HR, benefits, marketing, professional services, and healthcare, including co-chairing a Berkshire Hathaway leveraged-spend subcommittee for HR.
Supported Managing Partners on procurement and operations engagements: auditing professional-services contract portfolios, designing spend taxonomies, and recommending how client departments should be redesigned.
Translates enterprise priorities into sequenced roadmaps, with the intake standards, decision rights, stage-gates, and RAID risk governance that keep them honest.
Develops the people who carry change — building change networks, coaching sponsors and leaders, and growing teams — then runs the impact, readiness, and resistance work that turns it into adoption.
Lean Six Sigma Black Belt who designs kaizen and root-cause work, builds improvement capability into the workforce, and applies AI to compress delivery.
Nine years leading category strategy, sourcing, negotiation, and supplier management — then making sure the value shows up: contract governance, supplier performance, and savings that land in the budget.
No single methodology fits every initiative. Ken blends proven disciplines into a structure that adapts to the work in front of it.
Governance, assessment, and delivery standards drawn from each discipline — scaled up or down to match the scope, risk, and pace of the initiative.
From building indirect procurement from scratch to co-chairing a Berkshire Hathaway leveraged-spend subcommittee, Ken has run the full sourcing lifecycle, and he knows a governance framework only works if people use it.
Spend, market, and bid analysis; spend taxonomies that give leaders one structure for decisions.
Category plans aligned to business priorities, built with stakeholders rather than handed to them.
Cross-functional RFIs and RFPs, from benefits and HR technology to Medicare services.
Term savings, cost avoidance, and contract terms that protect the business.
Supplier performance, SLAs and KPIs, business continuity, and sustainability reporting.
Transitions people adopt, so negotiated value shows up in the budget.
Indirect and direct-adjacent spend across healthcare, aviation, retail, and manufacturing.
Hands-on, at the buyer and category-owner level, across four source-to-pay environments.
Documented results from FlightSafety International, Proxima (part of Bain & Company), Ascena Retail Group, NetJets, Highmark Health, and Affival.
Plus additional revenue capacity unlocked through Lean Six Sigma work — not counted in the total.
Filter by organization or search by keyword — HRIS, Medicare, Lean, ERP, AI, and more.
Built from the ground up between Strategic Initiatives and the PMO — operating model, intake standards, decision rights, reporting cadence.
Enterprise model for benchmarking transformation readiness, surfacing leadership gaps, and targeting coaching; embedded enterprise-wide.
People-side strategy for moving scheduling cases from ServiceNow to Salesforce with redesigned search and case workflows.
Two-year program improving regulated training for clients and employees.
Standardized regulatory training content in a single governed knowledge base.
Enterprise knowledge bases aligned to release timing and training with IT and business owners.
Cross-functional intake and portfolio visibility built in Smartsheet.
Standardized and modernized operational processes, including the quality management system (QMS).
Assessed innovation capability and translated findings into a prioritized action plan.
SAP SuccessFactors, Workforce Software, BenefitFocus, and Qualtrics — a multi-million-dollar budget, a team of direct reports, and concurrent workstreams.
Enterprise transition of employee benefits administration.
First enterprise engagement survey, run for five years with annual action planning as a standing process.
Enterprise recognition program designed and managed through 2024.
Redesigned onboarding and early-tenure processes to improve retention.
Transitioned and refreshed customer surveys and dashboard reporting.
Kaizen events on billing accuracy, operational capacity, and qualification cycle time — removing process waste, avoiding cost, and releasing revenue capacity.
Certified employee cohorts to Lean Six Sigma Yellow Belt, building improvement capability into the workforce.
Toolkits, templates, assessments, and scorecards prototyped with Microsoft Copilot, Claude, and ChatGPT for an enterprise-wide workforce.
Audience-segmented communications through Poppulo and AppSpace, with manager talking points and resource hubs.
Full audit of professional services contracts plus the governance and operational processes behind them; cost-reduction strategy.
Contract and governance analysis, cost reduction, and spend taxonomy creation.
Contract analysis, cost reduction, and spend taxonomy creation.
Diagnosed process and data gaps and recommended operating-model redesign of client departments.
Contracting for apparel raw materials across international suppliers.
Sustainability metrics reporting built through the supplier base.
Sourcing and transition support for the HR information system.
Transitioned unemployment benefits services to a new provider.
Owned HR and professional services categories, including staff-augmentation and consulting suppliers.
Sourcing and management of workforce management services.
Sourced the HR information system with IT and HR and supported implementation.
Led the procurement project that transitioned employee medical, dental, and vision benefits.
Ran the RFP and managed agency partners for creative marketing campaigns.
Sourced global events for a premium private aviation brand.
Standardized procurement processes and supplier partnership models.
Online retail experience co-designed with a new promotional products supplier during contract negotiations.
Pharmacy benefit management sourcing and supplier management.
Sourced hospice and palliative care services for Medicare members.
Sourced routine, non-emergency medical transportation (NEMT) services.
Sourced hearing aid benefits for Medicare members.
Sourced colorectal cancer screening services.
Nine-month RFI/RFP for a member app serving Medicare and Exchange markets.
Six-month cloud analytics solution integrating multiple enterprise platforms.
Real-time contract drafting and execution module co-developed across business units.
One-year solution monitoring compliance gaps, SLAs, and KPIs across absorbed entities.
Project-managed discovery and evaluation for replacing a legacy ERP system.
Led both from planning through completion.
Lean workplace organization deployed across manufacturing operations.
Managed communications and stakeholder engagement across a global stakeholder base.
Built non-raw-materials procurement from the ground up, delivering budgetary savings.
Standardized and improved logistics and back-office processes.
Managed raw material inventory processes and reporting.
Directed the move from paper to electronic records.
Produced the annual board books and governance documentation for the CEO.
Produced executive sales and engineering presentations.
The principles behind every mandate: people first, systems connected, tools that amplify, and change that lasts.
To connect strategy to people and build adaptability into an organization’s DNA — not as a box checked for this quarter, but as a capability that keeps the organization aware, energized, and adaptable for decades.
Unlock human potential first. Strategy follows people, not the reverse.
Design connected systems — strategy, departments, portfolios, and culture aligned in one direction.
Build the tools and design the environments that make adoption the natural path — applying AI and digital solutions where they fit to multiply output and deliver business outcomes, without sacrificing quality.
Embed change so it sustains itself. Transformation that needs constant maintenance isn’t transformation.
Belief in the direction, trust in the people leading it, and faith that the organization is invested in them turn understanding into action.
Clear decision rights, root-cause analysis, and a repeatable structure help the organization make the best call every time.
When every department works from the same map as the enterprise, teams see opportunity instead of trade-offs.
Change built alongside people becomes change they carry forward.
The work of transformation is never merely structural — it is fundamentally human. Every initiative succeeds or fails at the intersection of readiness and will.
University of Illinois Urbana-Champaign, Gies College of Business · Global Business, Entrepreneurship & Innovation
Expected Dec 2027University of Tampa
Dec 2008The Wharton School, University of Pennsylvania
Sep 2026Verify credential ↗University of Illinois Urbana-Champaign, Gies College of Business
Sep 2026Verify credential ↗The Ohio State University
Sep 2025Association of Change Management Professionals (ACMP)
Jul 2022Verify credential ↗Being First, Inc.
Jun 2022Cornell University
Feb 2021Share a few details and Ken will follow up directly. Prefer email? That works too.