I strategically oversee the financial aspects of Massport's Capital Program, leading initiatives to improve processes and systems for optimal efficiency. By developing and implementing advanced financial tracking policies, I ensure accuracy and consistency in reporting, which supports informed decision-making at the highest levels.In my role, I manage capital expenditures and budget allocations, proactively identifying opportunities for cost savings and process enhancements. I also work with cross-functional teams and collaborate with external stakeholders to secure funding opportunities, facilitate grant management processes, and ensure compliance with reporting standards.

Agile Project Manager/Scrum Master for internal strategic initiatives creating value and improving processes across service lines. Leading efforts to implement continuous improvement strategies and processes across service lines to improve margin. I train and coach individuals on agile methodology tools and techniques within the project management team; this is an area in which I thrive and bring value to individuals, teams, and organizations.

As requested by the Operational CFO of the MBTA, I was tasked with developing and managing standard operating procedures within E&M. The goal was to create a baseline for process improvement and build diverse teams by fostering empathy and curiosity and establishing meaningful connections with others. I led several continuous improvement projects from start to finish. Here are some highlights of my work:• I led the Division’s Capital Projects reporting metrics, which entailed creating a methodology for categorizing and prioritizing complex operational spending patterns and processes. This helped me save over 1,500 hours by eliminating redundant tasks within the business process for major infrastructure projects.• I was responsible for creating and overseeing a $350M+ Operating Budget and reviewing Operating P&L on a monthly and quarterly basis with Department Heads to identify improvement areas and resolve variances.• I designed and created a labor utilization dashboard for the organization that forecasted attrition rates and identified labor risks. • I created Operational KPIs that focused on operating budget efficiency and piloted a systematic structure and methodology for E&M Capital Projects, which improved the process within several key reporting areas.• I designed, project managed, and executed an external contract workflow process, reducing the processing time by 25%.• I was recruited to several Lean Initiatives to help manage projects and ensure they followed Agile values and principles.• I led Agile Ceremonies such as Sprint Planning, Sprint, Daily Standup, Sprint Review, and Sprint Retrospective for several operational initiatives.

Recruited and promoted to support the development and preparation of the SFPUC’s 10-year, $8.8 billion capital improvement plan and two-year capital budget; and developed financial models to assess the viability of capital investment proposals in partnership with numerous agencies. • Designed and project managed a complex, cross-agency effort to improve the City Distribution Division’s invoicing for significant redevelopment projects; recovered more than $1.5 million owed to SFPUC and initiated improvements • Drove process improvements for internal reporting and control procedures • Created financial models to evaluate the feasibility of capital investment proposals for approval • Supervised and improved project expenditure database used to report the status of capital projects for various stakeholders and executive leaders • Leader and team-builder who is comfortable with ambiguity and brings systemic resolution to challenges

Second-in-command in a Part 121 environment. Prepared to assume the responsibility and authority ofPilot in Command if necessary during the flight.• Recognized by Continental Airlines CEO Larry Kellner for outstanding performance• Identified measures of system performance and actions to improve performance• Demonstrated sound judgment and critical thinking in a high stress, time-sensitive environment• Trained in public safety/security and human behavior and performance

• Executed pre-flight checks, flight planning, weight and balance and weather analysis• Maintained appropriate hazmat manifest for the transport of hazardous good• Achieved an exceptional on-time record

Hired to train pilots and promoted to to Assistant Chief Pilot. Designed and Project Manages the implementation of an FAA approved Flight Simulator Training Program; lead a team of six full-time and three part-time flight instructors. • Trained more than 150 pilots and achieved an 85% first-time pass rate for direct flight students • Responsible for the school's operating budget and P&L• Created and project managed an FAA certified flight simulator and related training program • Utilized Internal Rate of Return calculation to justify the project to upper management • Constructed project budget, schedule, and milestones in compliance with FAA AC 120-45A • Reduced IFR training time and cost to students by 20% • Increased student FAA Check-ride (IFR) pass rate by 10%

Project Managed the digitization of the annual audit and semi-annual review for the Growth Fund• Reduced the audit/review cycle from 60 days to 45 days; a decrease of 25%• Increased reporting accuracy to the Securities Exchange Commission (EDGAR)• Reduced the audit financial cost and opportunity cost for the fund• Estimated cost savings $25K/year beginning in 1998