Partnered with SVP of platform development to build a platform and shared services development organization while growing 4x in size in less than 2 years, all while simultaneously delivering on aggressive roadmaps and driving strategic change. In addition to managing the PMO, managed business operations working closely with Finance, Talent Acquisition, HR, managing all technical learning for the company, and the Agile Program across Intuit. Led the change of how all development groups engaged and worked together. Saw the need and took the initiative to create the first cross Intuit planning process for all of development.Key Achievements:• Built a scaled 20+ person Program Management Team from the ground up.• Played a key role in leading and driving the transformation to a mobile-first and cloud-based SaaS company. • Partnered heavily with the SVP and executive staff on strategic direction for large initiatives as well as organizational change and growth.• Working with the CTO and executive staff created and lead the first companywide annual and quarterly strategic planning process which focused heavily on cross-company strategic change.• Asked by the SVP to lead the creation of Innovation Days which enabled engineering teams to develop creative, useful, and practical solutions over a 3 day period each quarter. • Working as part of the senior leadership team to scale up the organization from a dispersed set of teams supporting 50+ services to a framework that supported 900+ shared services.• Co-led and created the first Tech Program Management Job Profile for all of Intuit, which enabled the company to calibrate across the company for the first time while increasing mobility within the company.• Implemented a scaled Agile reformation of development with a focus on developer speed.

Partnered with the Dev SVP in Chief of Staff role to build a centralized Service Engineering organization by building out a central PMO, defining the standard for business operations, and making a multi-silo organization operational. Managed a team including Program/Project Managers, Tech Writer, and Web Dev along with a dotted line virtual team of Program Managers across the 1,400-member organization.Key Achievements:• Established a central PMO that helped turn an organization known for its reactive management to being the standard for high performing teams.• Worked closely with cross company business partners and on various central/horizontal programs such as M&A and Divestitures, overhaul of how we did procurement, and process for sunsetting products.• Drove strategic change initiatives across org and at the company level Director Program Management, Media Products and Solutions (2005 – 2009) Asked by the VP of Media Engineering to come to Yahoo! to help build and lead the platform team (Platform as a service). In addition, ran the program which encompassed building out 5 teams with 80+ Engineers, QE, Product Management, Site Reliability Engineers, Architects, and the overall program with a team of Program Managers.Key Achievements:• Built a global platform/shared services (SaaS, PaaS) from inception to reality.• Collaborated with leadership to transform a siloed set of development teams into a single performing organization building products including Yahoo Finance, Yahoo News, and Yahoo Sports.• Built out a central PMO and operationalized the organization including standardizing SDLC process to central reporting and tracking of projects and commitments. • Created a central dashboard and tracking process across multiple products/development teams that changed the culture of reactive management to proactive planning and decision making.

Recruited to take the Electronic Software Delivery (ESD) program from concept through full implementation. Lead a team of engineers, QA, web design, also working with legal, procurement, security. This was a highly politically charged program and required managing through multiple perspectives to get the company to make a fundamental mind-shift of how it delivered its product going forward. In addition, I was asked to take on managing a small team as the OM & PO Distribution Manager to help “raise the bar” for how we provided technical service support.Key Achievements:• Created and motivated cross functional teams towards a common goal, despite initial competing agendas.• Made the case to buy vs build despite company culture to build everything in house. Results proved to be very successful based on 90 percent positive survey feedback from both internal and external customers. • Worked with multiple departments to successfully integrate and launch the ESD Program, including IT, Legal, Data Management, Web Design, Purchasing, Manufacturing, Software Development, and directly driving 3rd party contract negotiations.

Managing the Engineering Team to then managing the entire Content Engineering Group including Engineering and QA (Eng/QA).Key Achievements:• Led the Engineering team to highest number of product launches in company history. • Designed and implemented a process for converting product in a box to an online subscription model resulting in 300k active subscriptions, generating $15 million (25% of company revenue).• Worked closely with product marketing and multiple departments in engineering to develop and refine product requirements for new products.

- Worked on a number of restoration projects.- Creating repeatable processes both lab and field work. - Database admin.