- Delivery of IT governance presentations—promoting thought-leadership, effective IT governance, and the proper deployment of project and portfolio management (PPM) solutions.- Governance consulting for PPM implementations, including tool selection and configuration, process, and innovation.- PPM architecture design, including the configuration of NDP and IT processes, workflows, objects, and views.- Establishment of a not-for-profit PPM solution library to drive down client implementation costs.Rego Consulting has trained more than 300,000 people in Project and Portfolio Management and guided more than 600 organizations through their PPM journeys, including 35% of Fortune 100 companies and 50% of Fortune 20 companies.Performing CA PPM and ServiceNow ITBM implementations, Rego’s 140 expert guides have refined best practices in PPM for over a decade and across every industry—with user bases that span from 50 to 50,000.As the leading PPM services and consulting provider, Rego can help you gain measurable ROI from your investment while driving down the cost of implementation, development, and support.For more information visit www.regoconsulting.com.

- Led the domain for the front office, interfacing with business leaders and subject matter experts to refine and build global processes into the new front office application. - Built and managed a high performing global team (India, Brussels, Sweden, United States) responsible for global eCommerce, integration, web, and portal services.

- Directed the selection to replace the core front office application with a single time tracking and project management tool used by IS employees and contractors globally. - Built and implemented business initiatives, IS strategy, and global processes into the new tool. Assisted in the training of all IT employees on the tool.- Implemented this same tool within many of the business organizations including audit, marketing, and customer account management for project management.- Developed common global governance methodology and implemented it within the IT organization. This methodology included project management processes, project deliverables, investment management processes, and project toll-gate reviews. - Selected and implemented global IS budgeting tools and processes. Replaced manual collection and reporting to management with tool-based data and metrics. - Worked with IT and business leaders to identify over $25 million in IT savings globally and created a plan to achieve those savings. - Performed data center consolidation analysis by working with dozens of local country CFOs to identify IT processing costs and savings.- Assisted in the review and negotiation of many multi-million dollar contracts with software vendors.

- Gained a comprehensive understanding of IT governance processes, tools, and financials at large companies including Coca-Cola, Interpublic Group (IPG), H&S, Southwest Airlines, Anthem (WellPoint), PwC, MBNA, The Home Depot, and Manpower. - Reviewed and analyzed IT financials for the companies listed above to find IT efficiencies through consolidation, reorganization, and consortium building.- Worked with senior IT and Financial leaders to understand the current state of IT financials and governance processes, define overall IT strategy as it relates to business strategy, develop a future vision, and determine potential cost savings required to fund the vision for IT.- Led teams in vendor review and selection for financial systems, project management systems, learning management systems, vendor management systems, and resource management systems.- Helped companies implement key governance processes like budgeting/forecasting, investment rationalization, project management, resource management, vendor management, and performance management.

- Managed global team in Ireland, Italy, Belgium, Pennsylvania, and England.- Designed and implemented global IS budgeting tools and processes. Replaced manual collection and reporting to management with tool-based data and metrics. - Eliminated budgeting/forecasting workload of finance staff by moving responsibility to managers, thereby reducing staffing requirements.- Co-lead committee to identify and track merger-related synergies (Case / New Holland). Developed management reporting to communicate and track synergy savings.- Implemented a single, global PPM tool for all IS employees and contractors. Assisted in the rollout, migration, and training of all IT employees on the new tool.- Developed common IT project management deliverables and processes within the new, merged organization. Replaced two legacy PM methodologies with a single, common methodology.- Developed a common work breakdown structure within the time reporting tool to support the new PM methodology.