Managed a diverse team of 30 software engineers and technical managers delivering customer digital transformation.- Led the first Salesforce platform integration for Service Cloud and Experience Cloud, ensuring the program stayed on track, met deadlines, and remained within budget for North America and Canada- Managed the Service and Experience Cloud Scrum teams, ensuring alignment with the organization’s overall business goals and driving the teams to a steady state- Led vendor management and budgeting, ensuring timely delivery, issue resolution, and contract compliance

Led a $50M Salesforce platform implementation for EMEA Service Cloud, Marketing Cloud and Experience Cloud, focusing on streamlining processes, enabling scalable operations, and delivering best-in-class customer experience.- Course-corrected an underperforming, over-budget program, by assessing and then addressing key problem areas including effective and timely impediment resolution, resolving resource challenges, and introducing metric-based decision making. Efforts led to a 50% increase in velocity and correction of budget over-runs - Led the transformation to a SAFe framework, driving improved agility and streamlined processes- Managed a team of over 70 internal and contingent resources, along with vendor partner relationships- Provided regular status updates to all levels of leadership, including the C-suite

Managed a diverse team, including a Business Innovation Manager, product owners, and software engineers, focused on delivering new value to customers and driving continuous improvement across a global eCommerce platform.- Drove the creation of a Center of Excellence for eCommerce development in Lisbon, Portugal. Hired a highly qualified team of 6 within 8 weeks, with the team fully trained and executing independently within 4 weeks- Managed and drove improvements with our MSP provider and contingent workforce vendors, effectively overseeing budget allocations, resulting in significantly improved business outcomes- Charted and led the Digital Practice organization, focused on identifying and implementing best practices across the company. Achievements included improving quality by 52%, reducing critical incidents by 63%, and improving restoration time by 75%. Introduced and championed ADA compliance as a key part of Bose's online presence, processes, and culture

Managed a diverse team that created interactive experiences across disparate global digital platforms. Directed content and development to streamline frequent updates, ensuring relevance and responsiveness to rapidly evolving consumer demands.- Led a team of 28 onshore and offshore resources, including scrum masters, product owners, program managers, developers, system administrators, QA engineers, UX designers, and copywriters to deliver digital commerce solutions that increased customer engagement and drove revenue across websites- Optimized workflows to reduce effort by over 87%, enhance quality, and accelerate growth through automation (e.g., automating email development); redesigned the online merchandising process, reducing effort by 60% and improving operational efficiency; streamlined resource management, reducing headcount, and revamped standard work processes to minimize workload by over 50%. These endeavors resulted in a savings of over $900k annually

Managed a team of 15 program managers, project managers, scrum masters, and product owners to deliver web technology initiatives, with a focus on advancing organizational capabilities and delivering online solutions.- Transformed a failing corporate program by developing an innovative strategy that bridged the gap between two organizations—one using Agile and the other Waterfall—creating a sustainable implementation roadmap with clear workflow processes and documentation. Received Bose Mgt. Recognition Award for this achievement- Drove continuous improvement by expanding team capabilities, revamping inefficient processes, and cross training the team. Identified and implemented new processes to enhance productivity and operational efficiency. These efforts increased the team’s capacity to deliver 18% more eCommerce initiatives without additional resources.- Initiated the organization's first successful Scrum team, significantly improving both quality and delivery time

Directed all operations and projects, including Sales Operations and the company’s website. Streamlined and automated several processes, and created, hired, and managed a new Sales Support organization.Increased website phone call leads by 46% and reduced cost per visit (CPV) by 50% within 5 months. Hired and trained 7 Sales Support Representatives.

Managed 22 software engineers to deliver high-quality eCommerce websites and backend infrastructure, ensuring efficiency and agility, which contributed to overall business success.- Led the Senior Management Team in developing the Strategic Company Roadmap and Project Portfolio, creating processes and documentation to align with the vision and needs of each organization- Transformed a struggling engineering organization into an agile, high-performance, high-quality team, increasing product development transparency and reducing schedule variance to less than one day- Led the management, tracking, and documentation of all capital development projects. In 2011, achieved $1.5 million in capital development returns from a $3 million technology budget with 100% auditor acceptance- Actively collaborated with business development to secure new business opportunities- Improved site conversion metrics by 300% in under six monthsConsultant – Head of Project Management Office 2007 – 2008 Established and led a new PMO, including staff, processes, and documentation, to drive strategic decisions and operationalize activities across sales, marketing, customer service, and technology departments.- Consulted to improve operational processes within all above-mentioned departments- Managed a team of on and offshore developers to implement 5 premium websites simultaneously within 3 months

Established and led a Global Program Management Office (PMO) to support Executive Management in driving strategic decisions and coordinating multiple technical departments. Provided operational consulting to improve processes across organizations and managed third-party offshore development efforts and budget.- Developed and implemented a Global Technology Roadmap and Portfolio Management. Established 15 key operational and budgetary metrics to provide Executive Management with critical project insights- Created a global cross-functional team to review the Master Project Schedule, ensuring dependencies were identified, timelines and budgets were met, and organizations collaborated to successfully deliver projects

Managed people, processes, and projects for the Business Analytics and Reporting team. Coordinated and communicated with internal clients, and provided issue escalation and resolution for the organization- Created and implemented new operational processes, resulting in a 50% reduction in reporting and database change request backlog and a 30% improvement in completion times

Directed all global Siebel development projects. Coordinated cross-functional activities across customer-facing organizations, finance, pricing, and technology teams.- Transformed an underperforming team into the top-performing group in the company by developing and implementing an application development lifecycle process and documentation, which later became the Monster Standard

Managed the team responsible for all global Employer and Consumer Product Development projects, including the creation of a Global Product Roadmap with project tracking and a customer-facing readiness program- Simplified and implemented the "Monster Product Development Lifecycle," a 5-step process adopted by all cross-functional organizations- Presented my “Monster Product Development Lifecycle” to Bentley MBAs students in June and Oct 2003. Portions of the presentation were published in “Operations Management Integrating Manufacturing and Services, Fifth Edition” by Mark M. Davis and Janelle Heineke

Managed all Employer Site Development and coordinated cross-functional activities, including marketing, customer-facing organizations, finance, pricing, and technology teams- Orchestrated the company’s largest project to date—a six-month effort to develop the new Employer Site, spanning 21 countries, 17 languages, 350 Career Site Hosting alliances, and intranet sites. The project involved coordinating hundreds of people globally- Led a team through 8 releases, fixing over 950 defects and implementing more than 275 enhancements

Managed client relations and budget for Monster Worldwide, overseeing a technical staff of 13. Led large technology projects, including the integration of acquired sites, while managing a team of Web Technology Consultants and over 75 internal Monster employees- Grew Web Technology Partners’ business with Monster from $520,000 to $1.8 million in just four months, leading to such a successful relationship that Monster acquired the Partners in 2000

eCommerce Operations Manager, Keds Division 1999Implemented and managed a new eCommerce website for the Keds Division within 3 months, delivering the project on budget. Managed third-party customer service and warehousing facilities.Sales Operations Manager, Keds Division 1996 – 1999Managed all sales operations for the Keds Division, overseeing more than $203 million in sales revenue. - Managed Inside Sales team, achieving a 193% increase in sales by implementing new sales initiatives and repositioning the product mix to align with business trends and available inventory- Developed and implemented a re-allocation process that saved the division over $2.7 million in obsolete inventory- Established sales policies that improved operating efficiencies and reduced division operating expenses by 4%Senior Business Operations Analyst, Global Logistics 1995 – 1996Assessed corporate effectiveness and proposed re-engineering initiatives to optimize operations where appropriate.- Created a three-year Corporate Customer Service Business Operating Plan to provide strategic direction for the organization. The plan detailed key initiatives, established critical success metrics, and defined an operating budget.- Consolidated Divisional Customer Service departments into a single corporate function, resulting in significant efficiency gains, including handling a larger volume of calls with fewer representatives, faster problem resolution, and streamlined redundant processes

Managed information technology audits and consulting projects for clients in financial services, banking, manufacturing and retail industries. Managed several engagements and staff simultaneously, responsible for work plans, schedules and budgets. Presented audit comments and recommendations to board and audit committee level audiences.