Business Technology Leader for LiftOne leading all digital strategy, planning, & execution of programs to innovate, stabilize, and scale the Salesforce, ServiceMax, Digital, and SAP platforms. Collaborates with technology providers, internal business partners, and information technology teams to integrate short- and long-term strategies into actionable plans and portfolios to meet business objectives. > Directs the technology delivery teams for Field Service, Sales, and Marketing.> SAP S4 Transformation Program (ECC 6.0 to S4 HANA) technology champion and owner.

Outcome: major shift in immediate and long-term profitability trend. Senior leader and Program Director for top strategic goal in service operations. Introduced lean management and tools within the business to pilot, continuously improve , and roll out to all-sites.

Proven value of PMO in less than six months through hands on leadership and coaching. Hired to develop a project management discipline and governance for the CTE Enterprise. Chartered the ePMO from ground up partnering with four lines of business and senior leadership to educate and communicate the value of a defined approach to planning and implementing strategic investments. Staffed organization, defined roles & responsibilities, and implemented a project management framework, governance, and tool set utilizing SmartSheet.

Owns technology road map and application stack for Microsoft SharePoint, Smartsheet, and collaborative tool sets such as Microsoft Teams. Industry expert developer and architect of Smartsheet solutions. Often looked towards for designing and leading best class frameworks and use-cases solutions on the Smartsheet platform. Consistently drives quick value to the business in automation tools and mobile solutions using the tool set for a low technology entry and support cost.

Trusted and accomplished leader with CIO and COO level responsibilities; adds transparency to IT and Project Management Operations. Selected by executive team to turn around underperforming IT programs. Known and respected for leading successful change in projects and building credibility with executive teams and staff. Solutions driver who bridges the gap between business and technology with expertise in managing complex programs and multiple concurrent projects. Directs IT PMO teams to develop high-quality programs that solve business problems and provide tangible results for enterprise-level systems and technology solutions.

Directs the Financial, Portfolio, and Strategic Sourcing functions for COO span of control at Belk. Directly oversees functions for Information Technology, Supply Chain/Logistics, and e-Commerce.• Key leader during the sale and transition of Belk ownership to private equity. • Process Owner of IT Strategy, Portfolio, and Project Selection Governance. • Key leader for special project vetting and discovery analysis. • Provides benchmark analysis for COO, CEO, and key leaders of company. Owns benchmarking data and supplier relationships. • Directs IT Financial Management: Manages $200-$300M multi-year portfolio. Reduced operating expense through improved analytics, improved culture focus on EBITDA, and organized financials. • Created Portfolio Management Department to centralize IT investment health and status communications to Belk leadership: Lead IT strategy and the selection of the portfolio of projects. Govern the start of projects (Green Light), toll-gates, status and health reporting, in-service communications, and closure procedures for entire portfolio. • Created Risk Review Board to govern communication and change.• Centralized Strategic Sourcing Department (SSO): Information Technology, Supply Chain/Logistics, and e-Commerce supplier selection, performance management, contract negotiations/management.• Defined and delivers PMO communications plan for investment portfolios, financial tracking, and department strategic announcements to drive transparency in communication. IE: Reporting to Executive Committee, Monthly CEO, COO, CIO, CFO, CPO, CMO project investment report. • Develops and leads formalized reviews of investment portfolios with senior leadership including progress against objectives, financial performance, risk awareness, and KPI health.

Chartered and started the IT Vendor Management Department and Portfolio Management Department within the IT PMO. Directs enterprise wide project management, strategic sourcing, and portfolio delivery providing leadership to a team of program and project managers whom coordinate and manage all aspects of the PMO project activities. Accountable for creating and maintaining an organized approach to project, sourcing, and portfolio management as well as serving as a change agent for continuous improvement through improved/enhanced processes, methodologies and controls.

Responsible for enterprise wide project management delivery and execution providing leadership to a team of project managers whom coordinate and manage all PMO project activities. Accountable for creating and maintaining an organized approach to project management as well as serving as a change agent for continuous improvement through improved/enhanced processes, methodologies and controls.• Setup centralized Project Management Organization (PMO) at Belk in 2010 and staffed. • Reorganized and staffed PMO to include program managers to oversee project management aligned to distinct portfolios to enhance performance and delivery of projects. • Implemented standards, controls, and processes for Project Management. Trained, communicated, and championed. • Implemented a scope management control named internal statement of work (iSOW), a RACI, and automated change control tools and processes, and a mechanism to classify projects and tailor project methodology rigor. • Developed unified, shared, single approach to project management. Developed one page Project Methodology Matrix, known as the placemat, and instilled into culture at Belk. • Developed and managed multiple business and vendor relationships to drive partnership and delivery across IT portfolio. • Program managed Store & Corporate systems portfolio and acted as in-line Director. Major Programs: Talent Management (SuccessFactors), Lawson Upgrade, CCC-Vendor Finance, Amex/Certegy and PeopleSoft 9.1 Upgrade.

Project/Program Manager supporting Corporate Systems, Demand Generation, and multiple lines of business.

Masters in Business Administration with a concentration in Services Management.

Developer and Project Lead for Enterprise HRMS (PeopleSoft) ERP.