- Managed advanced technology projects with budgets over $2 million, resulting in significant application development and infrastructure enhancements.- Served as Scrum Master for the critical applications teams, effectively managing prioritization and facilitating execution of multiple projects.- Fostered collaboration across project management teams, enhancing interdepartmental coordination and aligning with overall business objectives.- Implemented and sustained a culture of continuous improvement, using dashboards/metrics, sprint reviews and retrospectives to improve team performance and project delivery.- Communicated directly with executive stakeholders, ensuring clarity and strategic alignment with the company’s financial and project goals.- Customized agile and waterfall methodologies to fit project needs.

Lead 6 distributed Scrum and Kanban teams. Support the development and delivery of high -priority projects for existing and new enterprise and team initiatives. Partnership with tech and product to orchestrate change, manage objectives/initiatives and deliver on commitments. Accountable for the overall planning, coordination, execution and delivery of value through the program. Facilitate program level processes and execution, drive continuous development, manage risks and escalate impediments while also acting as a full time lead scrum master, coach and mentor. Drive productivity by removing impediments that may obstruct the pursuit of the team's goals and preserving flexibility, breaking down silos and actively promoting cross team collaboration.- Successfully coached six engineering teams and leadership from inception through various stages of maturity using SAFe, Scrum and Kanban methodologies to o embrace best practices which increased sprint reliability commitment by 30% as well as decreased unplanned work by 20%; realized 36% cost savings in cloud cost over the last year cleaning up resources associated with stale work. Migration of all available resources to CICD pipeline for secure deployment.- Developed program tools/metrics for to manage vulnerabilities; resulting in a 65% reduction of missed first time SLA and 34% reduction in missed second time SLA (Confluence, Jira, Eazybi, and JQL Rich Filters) (Infra and Application)- Partner with tech leadership to develop strategy and OKRs - Managed delivery of serverless infrastructure and Gravitron to realize immediate cost savings- Leader in Agile CoP; Agile Coach for TDP and Tech Intern cohorts, peer mentor- Identified improvements in the CODIA program flow to manage unplanned work via intake process enabling teams to goals as well as manage capacity and workload for engineers.- Migrated 74 projects to Jira Common Scheme for the tower ensuring standardization of reporting and metrics for all projects

Incident/Problem Manager responsible for managing the ITSM processes in accordance with Global Payments Service Management Model based on ITIL best practices. Practitioner in the area, focused on core IT Service Management / ITIL functions including but not limited to areas such as problem management, incident management, change management, configuration management, service level management. Ensures standardized methods and procedures (ITIL v3) are used for efficient and prompt handling of all problem in order to minimize the impact of incidents on transaction processing/revenue impacting environment; consequently identifies opportunities to improve the day-to-day operations of the organization.

Ensure projects (change initiatives) meet objectives on time and on budget by increasing employee adoption and usage. Focus on the people side of change – including changes to business processes, systems and technology. Create and implement change management strategies and plans that maximize employee adoption and usage and minimize resistance. Work to drive faster adoption, higher ultimate utilization and greater proficiency of the changes that impact employees in the organization to increase benefit realization, value creation, ROI and the achievement of results and outcomes. Act as a coach for senior leaders and executives in helping them fulfill the role of change sponsor as well as provide direct support and coaching to front-line managers and supervisors as they help their direct reports through transitions. Support project teams in integrating change management activities into their project plans.

Manages and operates all Global Payment system availability, staff training, network monitoring, and documentation updates. Also responsible for staffing the NOC ensuring that calls are reported, captured, escalated, resolved.Duties and Responsibilities:• Develop and provide leadership to the Operations personnel effectively utilizing all of the monitoring tools available in the NOC to properly plan and meet the SLA’s that are established with Global Payments’ customer base. • Assist in the development and implementation of solutions to problems potentially affecting the flow of real time transactions and support of customers.• Play major role in the enhancement of improved communication and smooth interface between departments and individuals regarding plans, programs or problems. • Select, develop, and evaluate employees to ensure an efficient departmental operation.• Directly supervise and manage the daily activities of several salaried employees. Responsible for the overall direction, coordination, and evaluation of the NOC on their respective shift.• Carry out managerial responsibilities in accordance with the organization’s policies and applicable laws. Responsibilities include interviewing, hiring, and training employees; planning, assigning, and directing work; appraising performance; rewarding and disciplining employees; addressing complaints and resolving problems.

Project/Service/Change Management supporting network security and remediation. Ensure proper testing has been completed and back out plans are in place to facilitate requested changes and or corrective actions.

Identify, procure, and direct consulting resources to execute client strategies. Effectively manage business development efforts associated with service and order management. Serve as a relationship manager to facilitate presale, service implementation and service delivery activities. Serve as primary point of contact for telecom vendors, including leading weekly status calls and providing status reports. Evaluate telecommunications portfolio and perform analyses as requested relating to costs, cost savings, spend patterns, “what if scenarios”, business case support. - Managed multiple projects for government and enterprise markets from kickoff to service delivery. Project value ranges from $3 million to $10 million annually.- Ensured all technical and delivery goals were accomplished within budgets and time constraints for 253 site managed private IP network.- Provided project turnaround expertise on projects in jeopardy with emphasis on regaining customer confidence and recovering from scope slip.- Manage Day 2 Operations for the assigned client base in a client service manager role.- Proactively develop and maintain executive level client relationships with aggregate Verizon Enterprise customer base billing in excess of $15M annually. - Accountable for developing and executing a service strategy to provide outstanding customer service and account governance resulting in 25% growth annually.- Manage the implementation of services for multiple customers, resulting in more than 400 successful installations.- Responsible for creation and delivery of service improvement plans, account reviews, customer visits, oral and written communications realizing A/R reduction of more than 75% for outstanding issues.

Account and financial management, strategic account growth. Single point of contact for all customer issues. Service plan delivery, account reviews, customer visits, oral and written communications with B and C level audience. Telecommunications Expense Management (TEM). Maintain telecommunications circuit and service inventory; updating as required.- Responsible for managing and implementation US Army Corps of Engineers PL, FRS, and vBNS+ network onto MPLS network generating annual revenue of approximately $4.2 million.- Managed and implemented TSP 15 orders for emergency first responders during Hurricane Katrina and other natural disasters to provide telecommuncations service within 24 hours or less.- Managed and implemented 253 US Airforce/Nexrad sites from vBNS (FTS) to Managed PIP network (Networx) generating approximately $1 million monthly.- Developed and maintained service improvement plans for delivery and implementation of services in support of FTS2001, Networx, and enterprise contracts. Networx contract value $20B with General Services Administration (GSA) having a Department of Defense focus.- Led client network installations, changes and upgrades, managed user privilege and entitlements for more than 450 sites/locations. Annual billed revenue in excess of $24m.- Contract modification price development in support of 10 year $10 billion FTS 2001 (GSA) contract.

Pricing/Billing/Service Management and Delivery of telecom services supporting DoD at MCI/WorldCom.

- Provide budget setup, forecasting, tracking and analysis- Procurement and procurement management- Business case development - Trending analysis- Project tracking - Process development- Established key performance indicators to address headcount/workload ratio and project schedule performance,

- Account maintenance and governance- Billling support and resolution to front end team- Research and final bill reconcilation for customer's filing bankruptcy- Invoice creation and verification of telecommunications charges and credits- Special handling of invoices critical customer- Provide documentation to legal department to support court cases. - Retrieval of archived information for account teams and their customers