• Standardized Risk and Issue management process. Established escalation structure, mentored staff on prioritization, ranking and descriptions based on industry best practices. • Updated clients Strategic Roadmap to include goals and objectives, current and future state, priorities, timelines and milestones, gap analysis, dependencies, resources and constraints. • Created process to actively monitor service level agreements (SLA) performance weekly for compliance with organizational needs and requirements and document variances.

• Provided project recovery techniques based on PMI methodology to recover a failed Electronic Permitting System (EPS) implementation for the City of Beaverton, Oregon. Provided vendor management, resource allocation, and change management to re-baseline remaining tasks and implement the project with expected functionality. • Worked with internal BerryDunn team to complete a Deliverables Modernization initiative based on PMI methodology. Completed in December 2023, this initiative resulted in a consistent implementation methodology and standard project management templates for Local Government Practice Group (LGPG). • Performed project initiation tasks for the City of Plano to replace the existing Permitting, Licensing, Inspection, and Code Enforcement system with a cloud-based Software as a Service (SaaS) solution consisting of Clariti and ProjectDox.

Provide Program Management for $30 Million Electronic Tolling and Traffic Management system (ETTM) designed to provide a highly competitive new product within 3M Transportation Division. Manage cross functional team of over 50 technical staff to develop new software and design new hardware systems. Estimate resource requirements on quarterly basis and provide direction and priorities to team leads. Provide risk management and risk mitigation techniques throughout all phases of new product development and testing. Update schedule at the work package level, manage the critical path, and perform schedule recovery techniques. Report budget financials and earned value metrics monthly, explain variances and develop strategies to stay within budget. Maintain change management, communicate changes to all stakeholders, and assess change impact upon the program.

• Responsible for $24 million dollar software and hardware technology implementation to capture electronic transactions (tolling) and video images of all traffic with 99.98% accuracy rate within a 40 mile $1.2 billion toll road. • Software oversight of multi-year custom developed J2EE application to capture all electronic transactions, independently verify correct rating and auditing, and forward transactions to TXDOT. • Implement software engineering standards including IEEE standards Standard 1012 - Software Verification and Validation, and recommended practices for Software Requirements Specifications. • Provide project management and system engineering consulting to all phases including initiation, planning, controlling, execution, control. • Provide vendor relationship management, contract management, change management, team building, negotiations and technical leadership. • Work with public and private stakeholders to ensure requirements are clearly defined, prioritized, and understood

Provide program management consulting for a $5 million dollar software program. Technologies include migrating legacy technologies to .NET, implementing accessibility standards inlcuding Section 508, and delivery of a web content management system. Used the Texas Project Delivery Framework. Responsibility includes establishing project strategy, resource planning, vendor management, metrics, acquisition, and training. Requires monthly briefings to executive staff, interagency collaboration, budgeting, and implementing industry best practices.

• Implemented Planview Portfolio Management tool providing enterprise project and program tracking, status, resource management, budgeting, and reporting. • Managed several transit initiatives including computer aided dispatch, automatic vehicle location (CAD/AVL) and mobile Wi-Fi implementation on Express busses. • Planned and implemented light rail ticket vending machines (TVM) including fiber, power, and civil works integration enabling on-site ticketing, resulting in increased light rail adoption.

· As a direct report to the CIO, participate with senior staff to conduct quarterly strategic and tactical planning. · Manage IT project portfolio of 55 projects including ranking and prioritization with projected budget of $40 million.·· Use MS Project 2003 to track project progress, assign resources, perform resource utilization, and track metrics. · Review all project documentation including charters, project plans, estimates, WBS’s, schedules, and status reports. ·· Perform portfolio management functions including ranking and prioritizing all strategic initiatives. · Implement project cost and schedule controls including baseline estimates, cost & schedule variance reporting, risk dashboard, and resource utilization. ·· Develop phased-gate project lifecycle methodology, PM mentoring plan, training plan, and risk escalation process. · Perform all departmental leadership responsibilities including hiring, promoting, evaluation, training, & budget planning. ·

· Managed 53 technical staff of eight teams including software development, DBA admin, and maintenance. · Performed P & L responsibility for $15.7 million operating budget including: salary, hardware, software and contracts. · Implemented PMI standards, software engineering methodologies (SDLC), IEEE standards and industry best practices. · Worked with multiple customer areas to prioritize interagency projects using a collaborative enterprise IT workgroup. · Directed development teams using the following technologies: Java, Oracle, Cold Fusion, Lotus Notes, Crystal Reports, Geographic Information Systems, Harvest, Paradox, People Soft, XML. · Reviewed the Information Resources Strategic Plan (IRSP) to ensure operational projects align with strategic initiatives. · Participated in executive and operational change control boards to assess and prioritize project change requests. ·

· Managed Project Management Office including 15 project managers and a portfolio of 115 technology projects. · Successfully managed $22 million Vendor Drug program, and HIPPA implementation including 14 direct reports. · Successfully piloted mainframe migration program with operating budget of $45 million during three years. · Performed all procurement and project management tasks to successfully implement new JAVA based application using offshore development model with CMM level 5 company from India savings $3 million annually. · Reviewed and approve project documentation including project charters, project plans, estimates, & status reports. · Participated in IT strategic planning sessions and provide projections into biennial operating plan budget. · Lead all IT outsourcing initiatives including SOW, RFP development, negotiation, and vendor selection.

· Utilized CMMI level 3 methodology to manage multiple enterprise wide projects in a matrix environment. · Provided project support for USAA Bank Systems Company (BSC), including system replacement and upgrades. · Renegotiated $78 million leasing contract terms and conditions resulting in annual recurring savings of $4 million. · Reduced total cost of ownership (TCO) by $11 million through implementation of industry best practices. · Created enterprise lease vs. buy model to determine strategic direction of large-scale IT acquisition and outsourcing.· Utilized phased gate approach to manage progress, quality, and milestones throughout the project lifecycle. · Prepared project budgets, provided monthly cost and schedule variance, earned value reports & resource plans. · Developed technical specifications and led RFP teams to support acquisition of mission critical applications.