Chris Edgington

Chris Edgington


Extensive operation’s knowledge coupled with creative solutions for product applications to business opportunities and a solid history of cross company transformational implementations in process improvement, workflow, and content management. Strong analytical and strategic planning skills, combined with the ability to coordinate many projects simultaneously to meet organizational goals.  Proven ability to cascade and execute organizational strategic goals into tactical deliveries.  Productive and efficient work habits without supervision. Self-motivator with high energy.

Extensive background in business consulting 

Experienced with Six Sigma, Lean Manufacturing, and Black Belt (Yellow Belt)

Solid managerial experience

Work History

Work History
Sep 2009 - Present

Actively Seeking Opportunities And Volunteer Activities

Aug 2008 - Aug 2009

Senior Director Strategic Operations


AIG - Global Operations, Operations Excellence


  • As a member of the Operations Excellence team, provided thought leadership and strategic direction in the areas of quality systems and processes. 
  • Developed and maintained strong partnerships with internal AIG business partners.  Developed an in-depth knowledge of AIG capabilities, services, and ongoing business performance. Through this knowledge, and an understanding of the company’s strategic direction, was a key contributor to the development and implementation of a continuous improvement strategy and supporting methodologies to drive improvement in product quality, service and processing cost.
  • Assisted division operating units in establishing their quality policy and approach. Developed quality analysis tools and solutions that are integrated with the continuous improvement strategy.
  • Established performance measurement criteria and a measurement management process that readily adjusts to the dynamic environment of quality management and process engineering through data collection, analysis and reporting. The performance management process (metrics and measures framework) serves as the foundation to the improvement process.
  • Facilitated an environment that fosters change and encourages department members to participate in change management. Strived to improve the efficiency and effectiveness of the organization through open communication and formal meetings to ensure ownership of the change management process is pervasive throughout the engineering and quality organization.


  • Led a major transformation initiative in London, UK creating a regional claims center.
  • Constructed a global balanced scorecard prototype. Brought a real pragmatic approach for developing the enterprise-wide balanced scorecard and dashboard prototype. Used a collaborative/influence model that was inclusive of various key stakeholders throughout the organization. 
2002 - 2008

Director, Product Management

Fidelity Investments

Fidelity Investments – Enterprise Processing Services


  • Develop and maintain product roadmaps based on company’s 5-year strategy.
  • Manage communication of products and services across enterprise including Fidelity Brokerage, Fidelity Personal Workplace, Fidelity Life Insurance, Fidelity Charitable Gift, Fidelity Institutional Services, and Fidelity Information Technology.
  • Provide analytical services for strategic issues and deliver long-term solutions.
  • Serve as the experts for all EPS Inbound services.
  • Make recommendations on product direction to executive management.
  • Responsible for industry trends, benchmarking, legal and regulatory changes, Voice of the Customer, open market product evaluations, and End-to-End transaction flows.
  • Implemented stage-gate process for projects to ensure on time, on schedule, and on budget deliveries.


Transaction Automation

  • Envisioned concept of new eForms platform utilizing Adobe Lifecycle products to enhance customer experience while reducing operational costs associated with manual transaction processing.
  • Led conceptual team to implement platform throughout enterprise.Sought and solidified sponsorship by Global Operations Board (executive level sponsorship).
  • Sold concept directly to end customers including Bank of America, The Hartford, Visteon, FMR Co, BASF, and others
  • Worked extensively with operations, systems development, project management, and architecture groups across multiple business units to provide standardized and scalable solution.
  • Implemented 12 independent projects within the past year – up to 7 running concurrently each project lasting 6 months or less and under $250K budget.Projects have internal payback of under three months with recurring savings of well over $2M.
  • Created new advanced character recognition program across the enterprise and instituted best practices to enable straight through processing on forms based transactions.Drove savings of up 87% per transaction by replacing manual data entry.

Workflow Management

  • Established best practice for imaging platform across Fidelity business units. Today, that workflow system controls over 42 million pages a year across multiple input channels to dozens of work locations across the globe.
  • Considered organizational and industry expert in the implementation of new technology platforms to streamline operational processes, reduce cost, and increase adherence to corporate compliance and security requirements.
  • Implemented multiple large scale workflow projects including General Motors, IBM, and Bank of America that required influence and negotiation across intra-company teams as well as external client teams to ensure adherence to established best practice and standardized processes.
1994 - 2002

Senior Operations Manager

Fidelity Investments

Fidelity Investments – Fidelity Employer Services Company

Operations Support Manager

Responsible for the distribution, collection, control, and collection of all incoming correspondence including mail, overnights, and faxes.

  • Implemented a major imaging / workflow project to accommodate expansion to second site, cost reduction, and increased control around incoming correspondence.Initiative saved almost $1M in recurring annual savings and established best practice for all subsequent implementations to imaging.
  • Managed team of 18 non-exempt employees and found all positions within Fidelity as their individual responsibilities were transitioned
  • Focused on process improvement, process re-engineering, waste reduction, and process variability elimination with an emphasis on people.

Operations Manager

Responsible for actively managing team of 15 non-exempt employees in processing back-office transactions on behalf of participants in their 401(k) accounts.

  • Managed cost center of $2M with a maximum team size of 32.
  • Actively managed multitude of major systems integration projects on definition, design, and implementation of tighter operations controls and performance measures.

Technical Specialist

Responsibilities included subject matter expert for the department, systems liaison for any system’s related projects, enhancements, or bug fixes.

Operations Workgroup Leader

Assisted operations manager in leading sub-set of team in career development and first escalation point for any customer or system questions.

Customer Service Operations Associate

Responsible for timely and accurate execution of 401(k) back-office transactions.


1989 - 1991


Northern Kentucky University
1986 - 1990


University of Kentucky