• Led the cross-functional COVID-19 response team to ensure the health and safety of all employees globally, developing and tracking Objectives and Key Results (OKRs).• Facilitated collaboration, meetings and deliverables in support of OGC’s goals.• Leveraged advanced project management skills to identify process gaps and introduce innovative approaches.

• Managed and drove a myriad of complex projects originating from Office of the COO to streamline business processes, create efficiencies, and drive change.• Facilitated meetings and workshops with C-suite executives.• Drove the creation of executive communications, including board of director presentations, ensuring clear and concise messaging.• Mentored and coached early-career project managers.

• Implemented Lean Start Up tools and processes such as the Business Model Canvas and hypotheses testing to validate customer requirements and drive innovation, accelerating incubation of new business and commercialization of new technology.• Led strategic transformation initiatives for Research and Product Development, including simplifying processes, eliminating redundancies, and streamlining product portfolio to enable multi-million dollar savings.• Drove multiple workstreams in the development of plans to complete company merger with partner in Asia.• Planned and directed financial, operational and communication activities for Research and Product Development organization.• Advisor to the Chief Technology Officer and senior management team. Ensuring data-driven decision making.• Supported management of supplier relationships in conjunction with Global Purchasing.

• Led business transformation in Product and Services delivery with lean principles and methods through coaching, direct application, and process development across the value chain.• Drove the divestiture of Xerox’s $1 billion IT infrastructure to ATOS as part of a four-person PMO encompassing 9700+ employees across 54 countries in 6 months.• Intervened with the delivery team to remediate the capability for large-scale highly-complex $500M+ account. Implemented organizational structure and governance framework to blend with the agile Software Development Life Cycle (SDLC).• Coordinated commercial IT supplier governance, including outsourcing, in partnership with Vendor Management Organization.

• Created and piloted the new corporate phase gate delivery process, increasing focus on boundary conditions and enabling data-driven decision making for Business results.• Streamlined multiple business processes, reducing waste, error proofing, and improving efficiencies by double digits.• Fostered an environment of continuous improvement across the company.

• Managed $80M Research & Development budget to enable 10% annual cost productivity while maintaining deliverables. Streamlined annual budget forecasting process and drove fact-based decision making.• Defined and facilitated the operational management of a 450 person global technical development organization.

• Accountable for successful delivery of three large-scale new Production Color products and several variants to the global marketplace from concept to commercialization in concert with Asian partners.• Led 200+ person cross-functional and cross-organizational delivery team, influencing principal stakeholders and value chain partners. Maintained customer focus in decision making.• Drove 20 points of year over year market share growth as result of product launch, exceeding first year sales forecast by 200%.• Responsible for life cycle management of a robust portfolio of products which achieved and solidified number one worldwide market share position, reduced run costs and increased post sale profitability.• Negotiated with the Line of Business and suppliers to agree the product requirements, including the ‘QCDs’ – Quality, Cost, Delivery, to execute the product roadmap.• Created and drove the completion of legal contracts with multiple global suppliers.• Generated $4B in revenue, $600M+ Profit Before Tax at a 16% Return On Sales.