Baptist Health South Florida as Program Manager (2022 – Present)Lockheed Martin as Scrum Master (2022)TD Synnex as Program Manager (2021 – 2022)PSCU as Program Management Consultant (2020 – 2021)PwC as Solution Delivery Lead/Scrum Master (2019 – 2020)Major Responsibilities:I have been involved in the direct migration program from legacy Citrix On-Premise estate to cloud-based VMWare Workspace ONE and tools for the new Cloud Security model. I have also strategized the acquisition of multiple regional entities under the Baptist Health holding entity. Additionally, I have supervised the internal scrum team and process for the organization's strategic transformation initiative. I orchestrated a merger & acquisition team to align core application rationalization. Moreover, I spearheaded the initiation, planning, execution, and implementation of Commercial Credit Card capability for a Financial Institution Processing/SaaS company. Finally, I steered the redesign of major applications within the Office of Firm and Risk Operations.Key Deliverables:• Enhanced overall IT PMO maturity and efficiency through strategic planning and execution.• Led transformation program serving over 25K users, shifting from on-premise data center to Azure/AWS Cloud Infrastructure, overseeing application estate, hardware upgrades, ERP, users/profiles, privileged data (PHI), and suite of healthcare apps.• Governed delivery of custom-developed SAP-aligned solutions into EMEA and APAC global regions, managing planning, execution, requirements, and development deliverables.Executed production migration of three applications impacting 50K US employees in firm's Contracting Center of Excellence utilizing Agile/SAFe methodologies.• Freelance and supporting efforts for multiple ERP clients through General Technology with Infor implementations and migrations.

Major Responsibilities:I have developed and executed integration plans for technology systems and staff, ensuring alignment with corporate strategies and objectives. I have led cross-functional teams to address technology infrastructure and application needs during mergers and acquisitions. I have established governance processes to monitor and report on program progress, risks, and benefits realization.Key Deliverables:• Increased managed reserves by 20% through strategic technology management in firm's largest business unit acquisition.• Supervised onboarding and integration of several business units, enhancing company's portfolio and operational efficiency.• Streamlined divestiture process of non-strategic business units, contributing to the effective sale of assets.

Bridgewater Associates (2009 – 2010) Credit Suisse (2010 & 2016) General National & General International Holdings (2018 - 2020)Key Deliverables:• Delivered Proof-of-Concept for Quality Assurance Testing strategy as 3rd Party.• Managed Fixed Income PMO / Business Management functions as Consultant to Credit Suisse improving budget and financial oversight and control. • Established technology PMO that supported global Regulatory and Compliance Initiatives for Credit Suisse, enabling firm to meet firm and industry mandates.• Expanded offerings by creating electronic component brokerage division in 2018 to address market need for supply-constrained parts for manufacturing.

(Formerly Fiserv Investment Services)Major Responsibilities:I have led the transition to Kanban/Lean Agile, resulting in a marked improvement in product delivery times and team performance. I have cultivated a collaborative environment that encouraged innovation and process optimization across technology solution delivery teams. I have outperformed all assigned tasks and met overall organizational milestones.Key Deliverables:• Achieved CMMI Level 3 compliance, substantiating the company's commitment to quality and process improvement.• Managed diverse team, enhancing team capabilities and delivery outcomes through leadership and resource allocation.• Improved project oversight and success rates by establishing and maintaining a robust Project Management Office.

Major Responsibilities:I have managed technology delivery for a 300-person Capital Markets and Investment Product organization, including oversight of 5-7 Project/Program Managers and a matrix remit of 25+ project/delivery managers. I directed financial management, forecasting, and reporting for the Smith Barney merger integration. I spearheaded application re-platforming efforts, resulting in substantial annual savings through standardization on an enterprise technology stack. Additionally, I enhanced project delivery by refining business/technical requirements processes and implementing improved SDLC practices across the Technology and Data organization.Key Deliverables:• Achieved 15% savings on a $50M+ budget across over 75 projects.• Produced over $100M in savings for division through effective merger integration strategies and staffing optimizations.• Generated $120M in annual savings for wealth management division by leading a major application re-platforming initiative.• Improved workflow efficiency and project delivery effectiveness through the adoption of enhanced SDLC practices.• Streamlined governance and KPIs, improving execution across Portfolio and Delivery Management.

Key Deliverables:• Created practice for Interactive / Digital Media Consultancy, delivering best-in-class project / program oversight.• Aligned client engagements into cohesive suite of initiatives and improved project financial and schedule controls.• Reduced project delivery time and cost through enhancements in delivery methodology using Agile / Scrum.

Major Responsibilities:I have established, staffed and oversaw globally-reaching technology practice that supported over 150 projects, alignment of US-based operations to global standards, management of 10 direct, 150+ matrix staff, $50M+ Budget accountability, Global Head / C-Level relationship management. Key Deliverables:• Produced overall cost savings and efficiencies through implementing improved delivery processes.• Delivered the Search, Reference Data, Enterprise Data, News and other key components of Reuters Eikon platform.• Directed merger & acquisition activities by rationalizing pre-merger entities (Thomson Financial / Reuters) into single operating model, including business and operational processes, staffing, and key decisions around technology, facilities, and overall staff alignment, realizing staffing and cost efficiencies on Merger Day One.

Major Responsibilities:I have initiated and managed a Program Office and directed business process oversight, long-range planning and project governance for division. Key Deliverables:• Delivered best-practice process and change control aligned to strategic investment, forecasting / reporting, stakeholder communication, and significant improvements in risk management models and tools.• Furnished program governance model based on financial management / business-case justification, reducing division costs by 75% and delivering several strategic initiatives.

Key Deliverables:• Aligned Systems Development Group and Program Management, including staff of 25+ FTEs / Consultants (on-shore / off-shore). Directed planning, impact assessments.• Delivered turnaround and successfully implemented $40M enterprise Imaging / Workflow / Business Process application program of work. • Efforts resulted in headcount savings of 30% within 2 years, producing 20% YOY productivity growth, enabling relocation and collocation of staffing (near-shore / off-shore); delivered savings of $20M over 3 years, reducing headcount, improving financial governance and enabling more efficient resource planning. • Designed and implemented Quality Assurance and Change Management process that aligned with business requirements and development processes transparently, decreasing a 50% defect ratio to near zero-defect.• Effected governance controls including improved release management, change management, enhanced risk management and executive program-level reporting. • Directed key elements of the firm’s acquisition of MONY, including staff alignment, application integration, and decisions around adoption and retirement of pre-merger elements.