- Lead a team of Program Managers - Transform organization from a PMO to VMO- Focused on creating an environment that focuses on value delivery and adoption- Driving a culture of learning and training to drive operational excellence- Leveraging Value Centric Governance to eliminate waste- Partnering with solution consulting, consulting services and value realization to create a company wide alignment to business objectives and accelerated ROI with ServiceNow

Contracted to Dell on a large customer account to lead a transformation project for Network as a service. Aligning the contract expectations with other major initiatives to the company to ensure a single voice to the customer. Developed team operating rhythm and strategic approach to meet contractual obligations including KPI/SLA/SLO.Network as a Service – Transformation• Developed obligation matrix and coordinated with customer to achieve 100% buyoff within 90 days of assumption of service• Drove operating rhythm to ensure leadership alignment and focus on delivery of service. Achieve first two milestones with 0 schedule slippage and are on track for milestone 3.• Reduced cycle time on approvals by streamlining process between customer reducing ingrained risk

Focus on team dynamics and aligning resources and skill sets to optimize productivity, build a strong team, and enable organization to deliver to commitments. Provide coaching, skill development, performance expectations and accountability, to proactively manage team morale. OSS Implementation: • Lead the multiyear agile implementation to change tools, process and structure to align with IT4IT and ITIL• Executed the implementation roadmap for change, actively driving to ensure alignment with all stakeholders• Drive simplification in to the system through automation, process consolidation and streamlining.• Created an environment of continuous improvement, evaluating opportunities and managing risks and tradeoffs• Define process roles, governance and measurements for effective operational value delivery ITAM Transformation: • Implemented ServiceNow CMDB and Asset Management driving down tech debt, improving data quality, and creating self service provisioning to driving simplification and savings • Drive asset management strategies for consolidation, enterprise service delivery, support for business organizations, subsidiary integration, and technology adoption.• Partner with Cost Policy, IT Finance, Legal, Corporate Audit, and regulatory Audit organizations (DCAA) to ensure compliance and governance.• Worked with CISO organization to develop risk posture and recommend prioritized remediation’s• Reset the strategy and re-plan the implementation as changing business environment and new governmental requirements changed. Ensured customers and partners were all kept in a constant feedback loop.

Responsible for the P&L of $6M annual revenue business. Client relationship management, including account retention and sales development. Talent management of a 200+ organization with direct development of 11 direct reports. Managed hiring of skilled workforce to meet client and employee objectives. Strategic planning for yearly account and revenue growth. • Achieved 100% retention of major clients in a volatile market through strategic relationship building, rigorous attention to customer requirements, and key staff placement.• Implemented risk management program, leveraging KPIs across portfolio to discover early indicators of client and employee retention concerns.• Created organic growth of 20% billable hours and 30% in gross revenue due to attentive and flexible responses to client needs.

Deputy Program Manager My role is to ensure all stakeholders views are integrated into the program deliverables. Translating program strategy into tactical execution and coordination between the contributory projects. Initiating an operating rhythm, planning via IMP/IMS, develop PEP to execute the plan, continuous monitoring and controlling the performance of the program, and finally closing out the projects and programs. Accomplishments:• Innovated solutions to simultaneously include participation from a larger group and streamline the process of reviews and evaluations. This brought an schedule reduction of 50% and improved quality by broadening the represented perspectives.• Managed communication to and from stakeholders and executive sponsors to improve cycle time of changes in strategy. Quickly assessing and communicating these changes to the tactical leadership reduced the need for rework.• Implemented risk management program to manage risks prior to them becoming issues. By actively working the risk mitigation and corrective action plans, ensured -0- impact to schedule and delivered under budget.

Program ManagementMy role was to garner commitment and support from functional organizations. I brought a holistic view to the integration process by establishing a business perspective in a technical environment. I specialized in communicating the business needs between the various levels of the organization, both in and out of the program. I improved the operational efficiency by using metrics, process documentation, and continuous improvement initiatives.Accomplishments:• Make connections between various stakeholder groups by identifying right players and ensuring communication between key team members• Developed metrics and KPIs that effectively communicate a path to success for the program and the business• Through dialogue and desire to understand root cause, established ways to expedite company processes and procedures

Responsibilities: In my role as Finance Project Manager I was responsible for establishing reciprocal relationships with our contractors, providing leadership and development opportunities to the team, and solidifying support and agreement from the client. In my role as the accounting manager, I was responsible fro protecting the business by ensuring compliance to government policies, establishing good business practices in partnership with the operations groups, and developing the team to be agile in supporting the business needs.Accomplishments: • Finance Project Manager on-site for every major Emergency Response in the last 8 years including Athos I, Katrina and BP Deepwater Horizon. Create team of subcontractors, garner support of client, develop emergency procedures in the midst of disasters, and manage project for Oracle BI reporting. • Successfully reversed a two year history of audit failure by developing new business practices, processes, and procedures in the Pacific Northwest region. The turnaround resulted in evaluations of excellent with 0 deficiencies. • Lead for the West Coast team during the conversion of Oracle from 11i to R12. This role communicated and translated accounting, financial and business needs into technical requirements and system capabilities.