Managing $95m Outdoor 5 year Integration program to integrate all infrastructure, application and data/process capabilities from 3 acquisitions into SBD environment ensuring a streamlined user experience, adherence to SBD standards and significant cost savings through the rationalization of sites, hardware and licensing which will position SBD for significant growth both organically and through further M&A

Developing processes and supporting tools within the ERP (JD Edwards) development and support team to advance the maturity of the department as Otis divests from United Technologies to be a standalone company. This is a significant change management effort wrapped around ongoing operations execution.

Managing $50m Central Finance 5 year Strategic Transformation program to centralize all financial processing across multiple global business segments on SAP’s S/4HANA platform, streamlining transactions and reporting, reducing dependency on legacy systems and positioning SBD to support significant growth both organically and through M&A♦ Providing program resource management and forecasting for approximately 150 IT resources/300,oo0 hours and coordinating activities with business representatives across engaged business segments for development, testing, training and deployment♦ Developed and managed integration plan for 5 major workstreams plus supporting development areas for multiple concurrent releases each year. Coordinating with Workstream Leads, Scrum Master, Deployment Lead and Domain Owners to monitor and adjust plan, driving active risk and issue management♦ Working with Delivery Leads to report status across all levels of the organization with focus on Executive communication♦ Ensuring compliance to audit standards with robust deliverables management and approvals, change control process and governance through internal tollgate process♦ Project managed supporting Master Data Management initiative as an integral part of the program solution which will enable the common data model needed to support disparate source systems♦ Enhanced PMO capability by developing/improving processes and end-user tools to manage large scale initiatives which were a new approach for the PMO. Mentored junior PMs using the tollgate and status report processes as vehicles to focus on the “art and science” of project management

Responsible for all aspects of introducing system, process and business improvements providing the rigor and discipline of project management best practices balanced against the capability for flexibility and innovation that comes from the experience of a seasoned practitioner• Developed business intelligence solution for project reporting including designing the dimensional data model and ETL processes; brought both PM and BI experience together to translate data into meaningful reports and dashboards in the areas of resourcing, project performance/health and budgeting• Developed playbook for agent compensation forecast tool across the areas of project/release management, development, testing and business engagement resulting in the first error-free release in over a year• Implemented automation opportunity for identification of test candidates in a complex, multi-system environment, leading to projected savings of $80-100k in the first year• Contributed to advancing PMO maturity by leading opportunity assessment/recommendations; delivering process improvements enabling greater development capacity within quarterly product release and leveraging experience to pioneer engagement of PM’s within the development of business cases and project origination

Led system, process and business improvements to increase capacity and grow market position, providing relationship management and delivering unmatched breadth of appetite through optimized processes, tools and platforms• Developed skills and experience in consultant based approach to project engagement with new objectives and domain knowledge to be learned, relationships to be established and power dynamics to assess; accomplished in the compressed timeframe of initiation to meet expectations of progress in disparate areas having differing level of experience with and acceptance of project management• Program Manager for Underwriting Strategic Program, delivered change management strategy as well as overall accountability for project execution and delivery for U/W Assessment & Guides to improve underwriting decision-making and documentation quality. Ensured all areas were represented to create execution plans that addressed the organization change, readiness requirements and production support model of a rollout to 15 reporting units across Business Insurance, each with distinct requirements. Received over 70% approval in user survey• Implemented improvements to pre-fill screens reducing need for time-consuming data entry, automated import of location schedules and provided centralized point for managing report request and fulfillment through an SOA webservice. Demonstrated benefits of up to two hours time saving per application and $1.8m per year in cost avoidance• Selected for Best Practices Advisory Board developing a variety of process improvements for PMO Maturity across multiple project frameworks. Chaired working group tasked with integrating Change Management methodology with PMO Best Practices• Rescued troubled document management program. Established credibility and developed execution plan addressing schedule and scope issues bringing the project back on track. Successfully rolled out technology migration strategic initiative to over 10k users.

Responsible for both the Business and IT aspects of introducing VPMS/Product Accelerator (pA), a CSC product development environment.• Strategic Assessment: lead cross-functional team in rapid business discovery of pA.• Managed ongoing work effort to build out the people, processes and technology focusing on accelerating the maturity of the Organization Infrastructure required to support and sustain product development using pA. Utilized an Organizational Change project approach to provide a structured framework enabling this initiative to progress while development projects were already in-flight.• PM for development of a new Sales Illustration platform & 3 complex Whole Life products. • PM for pA on Strategic Term program, utilizing Straight Through Processing to achieve reduced costs and improved policy processing, ultimately bringing a highly competitive term product to market through a Service Oriented Architecture (SOA) integration infrastructure.

Located in the Life Product Development team. Responsible for IT project management of new product launches within a matrixed environment, utilizing MassMutual’s Enterprise Project Management Process (EPMP).• Project management of Paid Change Pages and Annual Statements Day 2 project for UL product. Liaised with multiple areas in both IT and business to coordinate successful implementation of deliverables to compliance deadlines.• Participation in multiple strategic initiatives toward departmental objectives such as Vision Statement, Strategic Alignment and led Communications team• Key Contributor to “Innovative Workspace” initiative that oversaw the design of a new work environment for the Product Management department. Innovations such as open plan (cubeless) office and mobile working (eg. wireless laptops, dynamic seating plan) was positively received and credited with increased productivity. Initiative was subsequently featured in Insurance and Technology online magazine.

Project manager for Business Intelligence project, building out corporate information factory as part of award-winning IA3.• Project management on $3m multinational project of business exploration for enterprise information architecture for the Chilean market. Key contributor to project approach of creating the framework to ensure knowledge transfer in order to enable a self-sufficient environment.• Managed large project teams in excess of 30 people on multiple related Retail Life projects running concurrently; coordinating the efforts of numerous development teams with budgetary responsibility for assigned sub-projects.• Contribution to the institutionalization of ING’s ia3 architecture. Eg. proposals for standardized project templates based on recurrent patterns of development and customization of solutions delivery process to information management projects.

Leading interactive television company providing hi-tech, broadband solutions for Video on Demand. Roles of project manager, data warehouse architect and business analyst were held simultaneously and my focus was dictated by the phase of the project:• Identified need for an Enterprise Information System, achieving buy in from business stakeholders and senior management; demonstrating benefits to internal and external customers and negotiating funding agreements.• Decreased 4 person-day weekly report run to automated overnight process, saving over $60k per year, reducing the error rate by 75%, effectively making the project self-funding by immediate ROI of project costs.• Addressed strategic internationalization issues such as data protection, multiple languages and currency to develop a future global reporting strategy for offices in the USA, Australia and Asia Pacific as well as Europe.• Project managed the EIS implementation, managing full technical and business project life-cycle using PRINCE methodology through the stages of initiation, planning, execution, control, closure with overall responsibility for budget and leading the team.• Extensive liaison between technical and functional business areas to ensure congruence of direction and clear communication, negotiating with departments for resources and required changes to business processes to facilitate the implementation of the EIS.