Elevated and charged with leading a team comprised of four functional analysts. Serves as the Strategic Initiatives Advisor to members of the Technology C-Suite and is responsible for driving the Technology Annual Operating Process (AOP). Tasked with managing all governance initiatives of the multi-million-dollar Technology strategic portfolio and Managed Service Delivery partners alongside IT contract maintenance. • Leads Technology strategic planning, partnering with senior management to develop the Long-Range Plan (LRP), AOP, and Dev Team Plan of Record (POR); conducts quarterly AOP/POR reviews to ensure alignment with ODP goals. • Championed a $250M sourcing initiative; led bid analysis, vendor selection, and base case vs. future state assessments. Successfully managed the Human Resources workstream while focusing on compensation, benefits, and communication. Actively participated in final negotiations. • Established a governance framework for the relationships between Technology and Managed Service Delivery partners, including committee meetings, reporting mechanisms, and defined roles and responsibilities for stakeholders. • Partnered with PWC to obtain documentation that led to a $20M R&D Tax Credit for development projects completed in the past while establishing a process for future annual R&D Tax Credit eligibility. • Strategized with stakeholders to define labor capitalization processes associated with Managed Service Delivery partners for internal labor and managed service development resources. Cemented guidelines for compliance and accuracy while working with the Technology C-suite, FP&A leaders, and internal and external auditors. • Transformed the Contract Maintenance workspace from Excel to Smartsheet to include automated dashboards, workflows and renewal notifications. • Created Standard Operating Procedures (SOPs) for transitioning tasks to contractors, including monthly and quarterly journal entries. Subsequently facilitated all training.

• Collaborated with Managed Service Delivery partners to devise a comprehensive onboarding and offboarding process for personnel; details all steps, documentation processes, and timelines. • Built an Operational team for ODP to govern collaboration with Managed Service Delivery partners; defined involvement processes, billing milestones, and payment terms in alignment with contractual agreements and financial policies. • Researched, proposed, and implemented the Clarity Project and Portfolio Management (PPM) tool to enhance portfolio planning, reporting, and capacity planning; results have propelled more efficient project execution. • Controlled the Transition Service Agreement (TSA) tracking of service and financial separation of cost for divested business unit.

Promoted to drive strategic governance and value enhancement. Played a key role in advancing major enterprise initiatives aligned with organizational goals. Led a team of 10+ analysts in the support of 30+ project managers while subsequently overseeing a $150M project portfolio. Responsible for orchestrating cross-functional programs and driving operational excellence across multiple business units. • Architected and led the $150M AOP process through all phases from executive-level planning to team execution using Smartsheet; synched leadership objectives and secured department approval through comprehensive reviews. • Directed the access and change management workstream for a business unit separation; implemented a centralized change management system that improved visibility and departmental coordination. • Coordinated with Technology leaders to craft and submit a $27M RFP for contract labor; managed bid evaluation, negotiation, full-cycle vendor onboarding, compliance, and workforce alignment. • Provided monthly executive updates on a $51M Technology separation initiative; results ensured leadership had a clear view of progress and impact insights. • Mentored three junior team members; reinforced governance and reporting standards within the PMO.• Delivered staffing recommendations that optimized resource allocation; results right sized the headcount and saved $750K annually. • Set up a streamlined labor CAPEX process; generated an additional $20M in CAPEX and yielded a $150K annual cost savings. • Steered the administration and custom development of the PPM system; implemented key processes that better utilized resources. • Partnered with senior leadership to design and introduce enterprise-wide PMO methods, tools, and processes; results established a cohesive framework for project demand, delivery, and benefits.• Generated comprehensive productivity analyses to align departmental labor with high-priority strategic objectives.

Transitioned into a technology-centric role and charged with reporting and providing complex project financials, project statuses, and funding updates for a $150M enterprise initiative portfolio to the Chief Information Officer. Engaged in daily collaboration with director-level management and offered support to the Vice President of the PMO Center of Excellence. Played a vital role in driving AOP processes and preparing executive committee presentations. • Formulated a suite of advanced portfolio reporting templates; provided senior leadership with the clarity needed for priority decision-making on enterprise-wide endeavors. • Spearheaded the creation of an IBM Cognos Analytics model; results allowed for robust, cross-unit reporting and data integration across several business units. • Recognized for high performance and rapidly promoted from Senior to Lead Functional Analyst in Y1.

• Recipient of multiple performance-based promotions. • Participated in merging the P&Ls of both Office Depot and OfficeMax post-acquisition. • Outsourced the comprehensive hand-off of accounting services to an external, third-party vendor. • Devised P&L segment reports and synergy analyses and presented to FP&A leadership. • Presented monthly bad-debt exposure analysis for a $250M AR portfolio to director-level management. • Compiled and analyzed AR Borrowing Base information and ensured compliance with JPMorgan Asset Based Loan requirements. • Handled the ERP conversion to Oracle for the AR department by creating procedures, testing applications, and training end users.