Leveraged a comprehensive understanding of Distributor and Partner needs as well as market trends to drive product development and deliver creative solutions within the payments arena. Headed the efforts around expanding the ecosystem and API availability.- Spearheaded the growth of a new payment model from $50k to over $3.6 million per annum.- Owned the discovery and negotiations for 3rd party ecosystem integrations based on competitive needs – bringing onboard 65 new integrations. - Led the creation of API standards for all development teams within the organization.

Served as the technical program lead for all aspects of the product development including investigation, design, elaboration, prioritizing, execution, testing, maintenance, documentation and delivery. Identified requirements and design, scope, and communicate the needed work. Took ownership of the product experience. Optimized team processes to improve quality, engineering productivity, and responsiveness to feedback and changing priorities.- Engaged and maintained consistent communication with all relevant parties until issues are resolved- Championed and evangelized efforts of the team against other programs within the organization- Clearly and effectively reported on relevant aspects of the project to leadership at any level of the organization- Communicated identified risks in advance and drive mitigation plans

Managed a global team to develop, update, and implement solutions for the onboard application stack. Provided 24-hour primary incident management and production support for enterprise applications utilized around the globe. Developed product roadmap and strategy for the property management, supply chain, and guest data systems.- Led a cross-functional program gathering business requirements, performing financial analysis and vendor selection, and delivering on a Point-of-Sale platform impacting multiple cruise brands.- Implemented and coached development team on AGILE and SCRUM methodologies with additional process improvement leading to speed of story completion (+34%) as well as reducing rework and bugs filed (-74%).- Implemented portfolio dashboard and improved project intake process leading to better business partner collaboration and proactive management of initiatives across the Information Technology group.

Led multi-year project for on-boarding all global brands under a unified Order Management System (IBM Sterling) allowing for future Omni-channel initiatives. Managed high-level milestones and priorities, potential risks, resourcing, testing timelines, and features roadmap. Created and presented project updates to IT Leadership and Steering Committees.- Drive and mentor team members including developers, product managers, and DevOps into an AGILE operating structure improving velocity (+21%) within Engineering.- Collaborated with Finance to implement new “effectiveness” tracking of development resources leading to improved budget forecasting (within 6% variance).

Developed and executed project plans including dependencies, milestones, critical paths, and project scope. Updated and monitored project budget, actual vs. variances, on a regular basis. Responsible for project deliverables, adhering to SDLC and Waterfall methodologies, managing resources, and tracking delivery of quality control while taking corrective action as appropriate.- Led from business requirements through to implementation the new loyalty application including collaboration with eComm, Marketing, Finance, and Supply Chain leading to (+43%) loyalty growth.- Managed initiative to install access points in 220 locations enabling digital and mobile marketing.

Strategic IT partner for application road mapping and high-level initiatives for Operations, Marketing, International, Product Innovation, and CPG business units ensuring timely delivery within budget utilizing SDLC and ITIL methodologies. Managed a team of onsite and offshore software developers through requirements, design, development, testing, deployment, and support.- Led a cross-functional team for sourcing and implementation of a new eGifting solution that brought topline revenue growth of $1.2 MM per annum.- Managed a mix of internal and external vendor partners to facilitate the first-ever direct POS redemption integration for Groupon leading to additional $9.8 MM of annual sales.- Led operational excellence in workflow mapping and automation for New Product Submissions, Cutting Process, and Quality Assurance processes reducing overall lifecycle timing (-12%).

Developed and delivered strategic programs to support customer adoption of new online services offering to target markets. Coordinated matrixed team including developers, marketing, and support to integrate feature/ product planning with “touch point” customers in a working group environment. Prioritized bug fixes; identified and defined features requests and enhancements for the feature team.- Created new quality metrics and key performance indicators measuring per-customer service availability that is reported monthly to the C-level executives, driving attention across the organization.- Streamlined customer bug escalations around current in-market service by driving process improvement and standardized, allowing for a (+31%) improvement in quarterly customer satisfaction.

Managed both internal and external relationships for reporting, vendor management and internal processes associated with Amazon Web Services supply chain.- Created and maintained executive summaries that provided visibility into the supply chain allowing for strategic business decisions.- Partnered with the Data Center Operations team to improve internal processes and ensure that changes to processes are carried out as planned.

Selected to lead team in establishing processes and executive reporting for several CIO strategic initiatives. Managed operational goals and capital budget planning as group lead.- Customized and maintained Executive Committee reporting dashboards on performance metrics and data for enterprise-wide Technology initiatives with $540 M in spend.- Performed a total cost of ownership analysis with a cross-functional team for strategic IT and business process off-shoring initiative saving the Technology division $120 MM over a 3 year period.- Reduced technology contract lifecycle process (new sourcing, negotiations, contract renewal) by 25% through implementation of Six Sigma methodologies.- Developed and implemented technology-wide vendor governance program across 100 strategic suppliers with over $2.3 B in annual spend.

Enterprise Spend Management - Technology SourcingResponsible for providing technology sourcing and contracting services to WaMu’s Technology organization. Established new suppliers or restructuring/ renegotiations of existing agreements with the objectives of strategic alignment, reducing costs, managing risk, and improving supplier value-add.