Accountable for establishing and driving the strategy, planning and reporting of a $300M+ portfolio of technology products and services. I am also responsible for our Brokerage Modernization Program’s Oversight and Governance, a $150M+ multi-year enterprise initiative to build our next generation Brokerage Platform.• As a member of the Senior Management Team, represent and advocate on behalf of Core Brokerage Platform Technology (CBPT) through coordination and alignment of all portfolio-driven routines and activities, including planning, prioritization, global workforce strategy, communications, and key performance/goals measurement in collaboration with Finance and Human Resources. • Orchestrate strategic planning, governance, and oversight of a multi-business unit, cross-company program to modernize core brokerage platform capabilities, balancing business and customer needs with cloud-based execution and delivery. • Articulate the portfolio of programs through data-driven activities and quarterly technology reviews, including establishment and oversight of routines that enable the organization and our client partners to easily understand current state progress, issue and risk mitigation approaches, and seamless responses to changes in our business and technology priorities. • Provide thought leadership and effective strategies on the alignment of our initiatives, programs, products, and offerings with an emphasis on the impact of our work and its drive towards positive technology and business outcomes.• Partner with strategy and planning peers across the firm to manage crucial decisions, key dependencies, risks, challenges, and mitigation strategies to create opportunities for accelerating progress and overcoming impediments.• Nurture and expand cross-BU and Enterprise Technology partnerships towards core & common opportunities that span platform, business delivery and the evolution of value generation and scalability for the businesses.

Accountable for overall program leadership and product oversight of Asset Management’s strategic cloud migration strategy and development platform. Successfully led the division’s four year, $20M+/yr. effort to migrate 1500+ applications to the cloud - one of the largest, cross-divisional programs undertaken by the organization. Created the Cloud Center of Excellence to support “managing migrations at scale”, an approach that provides common, reusable pattern-based frameworks, embedded expertise and highly repeatable migration milestones. • Created a first-of-its-kind “cloud wave migration strategy and “wave status scoring” approach for high volume, scalable and highly repeatable cloud adoption execution to support 100% exit of our on-premises data centers.• Developed and guided a cloud adoption blueprint with prescriptive migration milestones, tooling, robust reporting, weekly communications, and embedded “engagement engineers”. This process maximized efficiency, reuse, cost management, and runtime effectiveness using consistent and secure development processes.• Responsible for agile product prioritization, planning, development and delivery of commoditized cloud capabilities through a global team of 60+ members to support upstream development of cloud-based applications and products for our investment professionals. • Interfaced regularly with Asset Management Technology’s Senior Leadership Team and multiple executive and enterprise stakeholders to evangelize our cloud journey, drive platform progression and roadmap development milestones, mitigate risks, and manage KPIs with a commitment to innovation and a unified vision for success.• Oversaw an exceptional partner-facing developer experience through agile best practices, tools, documentation and a developer “alliance” to develop a sustainable feature roadmap and scalable development approach to optimize feature value and delivery priorities.

Responsible for multiple internal Platform as a Service products and the site leader for team associates in the North Carolina region. Previous accountability in this role includes leadership of the Product Management Practice, Platform Global Operations Team and Engineering management oversight for all NC-based development staff. Previous accountability in this role includes leadership of the Product Management Practice, Platform Global Operations Team and Engineering management oversight for all NC-based development staff.• Provide agile-based product and program leadership across six areas consisting of a standard technology stack, common frameworks, reusable components and shared services with a discretionary budget of $10 million• Manage a team of 40+ delivery resources comprised of product owners, developers, quality assurance and devops across two US-based sites and one India region• Incorporate collaborative relationship management skills with peers, employees and business partners that encourage frequent, timely communication inside and across teams with a commitment to teamwork and results• Plan and compose written and verbal communications for the team, frequently creating or contributing to key product presentations, budget preparation, resource planning and problem resolution oversight materials • Participate in the Managing@Fidelity Leadership Program, facilitating the “Lead by Example” and “Goal Setting” modules for managers across the firm looking to improve skills in people management, management effectiveness, planning and influence

Provided leadership, coordination and prioritization for the Shared Technology Services Product Management practice, consisting of five products while managing a team of 15 resources - product managers, project managers and systems analysts. Initially responsible for the Data Integration and Security products, with emphasis on overall program management of a multi-year initiative to replace an aging, custom authorization platform with a vendor-based product. Led the effort to align our capabilities to a Product-driven model and introduced the use of agile-oriented, iterative delivery principles to the platform.

Managed a team of 12 on/off-shore contributors towards the delivery of next-generation Equity Investment desktop tools. Responsible for project execution and delivery of Equity Workspace, a next-generation client-based portal supporting portfolio managers, research analysts, traders and support staff in the daily investment decision process using an agile-based iterative delivery model. This program became a foundation for implementing a single user interface entry point for all investment professionals.

Responsible for a small development team through all phases of application design and development of web-based portal applications and web services for our investment professionals. Oversaw all aspects of project scoping, sizing, scheduling and resource management sustaining six critical applications used worldwide by fund managers and analysts. Maintained and supported a number of key vendor relationships with external service and data providers. Mentored and supported team members through weekly team strategy meetings and frequent career planning sessions aimed at fostering continuous individual performance improvement and employee growth.

Participated as an individual contributor developing client and web-based applications and services. Created an application to provide fund managers using Excel with a customized set of formulas to acquire internal cash allocation data that could be integrated into models and refreshed on a real-time basis. Implemented new features and enhancements to several existing internally built, high usage equity investment management applications. Collaborated frequently with development team colleagues to solidify technical workflows and design architecture of components and features.

Participated as a data analyst and lead developer on a team chartered with responding to investment professionals’ highly customized, adhoc reporting needs, working directly with fund managers and research analysts to gather requirements and build end-user focused, automated reports to drive investment decisions. Acted as a lead and mentor as the team size grew from two members to six members, handling several aspects of the team’s training and new employee ramp-up. Entered the role as a Software Engineer and promoted twice during my tenure with the team, first as a Senior SWE/Developer and then as a Principal SWE/Developer.

As a member of IBM Global Services, I assisted on several projects at client sites in the eastern United States delivering call-center solutions for some very large organizations. During one of my projects, I was brought in as part of a Critical Situation Team to assist in a particularly difficult system migration and conversion effort. This team featured a cross-section of individuals and skill sets from many IBM offices aimed at taking control of a difficult project and helping to turn it around for our organization and the customer.