• Coordinated annual IT budget planning across all organizations within the business unit. Developed and implemented standard processes and improvements, applying lessons learned to improve efficiency and effectiveness. • Provided budget to actual data analytics to project teams and executive management team throughout the year to facilitate staying on track with the planned $300M budget.• Responsible for Workforce Management of business unit with approximately 1,000 associates located across 14 different domestic and global sites. Provided data analytics to senior executives which were utilized to develop a site strategy and facilitate model organization decisions. Once decisions were finalized managed the activities required to implement.• Managed the transition of the PMO Operations team from the U.S. to Ireland. Continued to supervised the Ireland PMO Operations team post transition.

• Implemented various standard processes, established project governance and best practices across multiple global teams improving overall business unit efficiency.• Monitored and reported various KPI’s and metrics to executive team helping to ensure all projects supported the overall business objectives.• Managed cross organizational program supporting enterprise-wide data center migration in a highly matrixed environment. Responsible for project planning, budgeting, risk management, cost, schedule and quality control. Provided timely project communication, including but not limited to status updates, performance feedback and issue/risk management to stakeholders, management and project team members.• Supervised the newly created PMO Operations team which provided day to day support and guidance to various cross organization project teams.

• Managed a team of systems analysts responsible for producing requirements/design documents for all of the Family Office discretionary projects and core defects. Responsibilities included all administrative aspects of managing people, performance management, staff development etc.• Following business realignment took on Program/Project Management responsibility for all Family Office discretionary projects working in a highly matrixed environment. • Responsible for project planning, project tracking, project staffing, scope management, cost and schedule control.

• Responsible for the management of the FIISView team and initiatives. FIISView was a $15m, multi-year, desktop program. The program significantly streamlined the work of the operations teams by consolidating the functionality of 18 different interfaces into a single desktop solution.• Responsible for coordinating work across several different organizations using varying technologies (JAVA, .Net, Cobol). The FIISView projects were managed utilizing both the standard FSDM waterfall methodology as well as the newer Agile approach to project delivery.

• Responsibilities included managing a global team consisting of project managers, analysts, developers, quality assurance testers, and architects. The team supported the day to day core functions of the DART Mainframe application. DART was a Mutual Fund Transfer Agent system supporting the Fidelity Institutional business. It was one of the four largest Fidelity systems at the time.• Additional responsibilities included the management of several large, critical, multi-platform programs requiring the coordination of cross organizational global teams.

• Managed a team of mainframe developers responsible for delivering a number of medium/large development projects utilizing the standard Fidelity FSDM methodology. Projects ranged from implementing new pricing structures, to launch new products such as the ROTH IRA.

• Managed a team of mainframe developers responsible for the delivery of Group Insurance based projects. Involved in projects from the beginning of the life cycle through implementation.

• Managed the systems department responsible for automating various printed outputs for external clients. Received highest Dalbar rating for design of the Dreyfus Mutual Fund statements.