• Led a healthcare client’s corporate transformation planning and implementation with eight concurrent major programs and $100M in budgets; monitored digital transformation progress with issue escalation, course adjustment, and executive reporting• Mapped and stood up new end-to-end processes, and incorporated technologies including business process automation and enterprise resource/production management software to further improve operational efficiency and effectiveness• Helped an industrial services company attain scalable international growth; coordinated and reported global scaled operations efforts with CEO, other executive leadership, and the board • Managed PMO, directed project managers, and introduced a software as a service (SaaS) tool to enhance team's capability• Delivered operational improvement for a media company yielding $42M EBITDA savings; prioritized and mapped improvements in workforce optimization, process/technology improvement, and organization redesign • Conducted operational due diligence for a chemical company acquisition; identified $20M improvement opportunities in operations, maintenance, supply chain, and capital project management

• Managed a new-to-company interdisciplinary data-driven asset reliability program that increased client’s equipment availability by 9% and reduced plant non-productive time by 4%• Developed 3 new clients, generated $1.5M cross-selling opportunity by leveraging the breadth of offerings across all businesses • Optimized data management and analytic process by standardizing data structure and integrating reliability into data analytic efforts and improving data visualization capacity• Presented measurable action recommendations and led implementations

• Promoted as the youngest product manager in the division managing a $100M+ annual sale product line• Led product development groups by performing market validation, analyzing pricing strategy, setting financial forecast/goals, building team, and providing strategy recommendations• Influenced internal and external stakeholders by acting as the focal point for all product activities

• Recruited, trained, managed, and evaluated a team of 6 engineers and designers; oversaw team development and mentored competence improvement; received recognition from engineering VP for team growth• Orchestrated 6 cross-functional and global technical teams to create 7% product delivery time reduction, and identified immediate $1M+ / Year cost saving for a well-established product• Liaised among engineering, operations, sales, service support, and corporate departments; supervised engineering and operations team members to manage changes and risks, and deliver technical requirements

• 1 of 2 hires out of 800+ applicants for the program in Canada; Exceeded managers’ expectation by showing adaptability, ability to navigate ambiguity, and cross-culture agility• Gained international experience and added value to 4 business divisions in business development, project management, engineering management and product development

• Reduced support request response time for 5 international offices by 35% in 6 months, Cut third-party spending by 6%, and enabled 200+ field employees to gain capacity • Created new employee technical training strategy, designed training program, and piloted with four new hires