Speranta graduated from Boston University with a degree in Business Administration. She benefited from a cross-functional curriculum, that later impacted her decision to pursue a career in consulting. Speranta has over ten years of industry, private equity, and consulting experience, specifically at Accenture, DCI, and Oracle Elevator.
Prior to joining Thought Ensemble, Speranta led a company-wide, Salesforce, Financial Force, CRM ERP implementation and overhauled the existing associated processes. Speranta has worked in the capital markets, banking, insurance, government, elevator, telecom, and energy industries. Some of the areas she specializes in are process improvement and optimization, business strategy, and business transformation.
She lives in Dallas, TX, and in her spare time she enjoys swimming, yoga and watching IMAX movies.
I decided to study business because I was passionate about making an impact. I was lucky to attend a college that understood the importance of a broad and varied curriculum and that also introduced me to the concept of cross-functional teams. I was very grateful for this significant and early part of my education. As a result, throughout my career, both in consulting and in industry, I sought to understand how the other person, across the aisle, would experience a change.
But I’m getting ahead of myself. Why change, and why focus on this? I enjoy solving problems, figuring out the straightest and easiest path to a destination. In the world of management consulting, I discovered this was called process improvement. In process improvement, or process optimization work, we are asking people in an organization to think about the way they do something and document it. That’s what a process is ultimately, it’s the course of action, or the steps that one takes, to arrive at an end result. And that result is ideally, arrived at as efficiently as possible, while serving the customer and accomplishing their goals.
The more I worked with mapping and improving processes – and as much as I enjoyed this piece of the puzzle – the more I realized that all the other pieces of the puzzle have to fit as well. Everyone has to be on board with the new process improvement, which is how I started working with change management – I wanted to inspire those involved in the various processes to adopt the innovation that was being offered. And once more complex, organization-wide changes were required, I began to lead teams and manage business transformation projects that could take that idea, that process, and create that cross-functional change. And the change would impact not just one team, but the entire organization, in a cascading effect.
Driving change, process improvement, and inspiring others are not just what I do as a career, they are such a natural part of who I am, that the lines between work and play have become blurry indeed.
Some of my favorite projects to work on are:
- Mapping out a strategic vision and the processes that support it
- Leading and inspiring people and teams to deliver on strategic plans
- Measuring results against initial project objectives and KPIs