• Transform real estate technology with the consolidation of five real estate systems into one tool, reducing technology costs by $200K annually and enhancing data management efficiency and eliminating redundancy.• Re-engineered governance program for facilities outsourcing, optimizing operations and achieving streamlined KPIs/KRIs.• Strengthen risk controls through collaboration with audit and risk teams, ensuring clean audits across all reviews. Instill corporate standards with well-documented processes, procedures and controls.• Drove a 25% reduction in carbon footprint through strategic environmental programs, achieving ISO certifications and automating data reporting.• Optimize real estate contracting processes, expediting vendor engagement while managing Third-Party Risk.

• Spearheaded real estate technology roadmap, enhancing workplace efficiency and user experience. • Optimized lease administration, space planning, and governance processes, fostering cross-organizational collaboration and efficiency.• Forged strategic partnerships with Enterprise Risk and Compliance teams, aligning governance with corporate programs.• Successfully delivered major global real estate initiatives, including mergers and acquisitions integrations, new headquarters and transformation projects, meeting budget and timeline objectives.

• Led global technology transformation programs achieving 2.3M yearly savings on consultant spend.• Directed program for consolidated IT project and financial management solution with focus on consistency and standardization including driving solution strategy, outlining requirements, and defining processes. Leveraged lean methodologies defining consistent processes leading to best of breed business model. Outlined risks and mitigation activities, managed to budget, and timely escalated issues with ongoing executive briefings. • Liaised across IT to mitigate financial exposure identifying financial deferral opportunities across 100M portfolio. Educated program managers and collaborated with finance organization to identify opportunities to capitalize development spend, realizing yearly funding reallocation. • Managed IT consultant budget to ensure decisions aligned with corporate strategies. Established protocols and tools for onboarding, managing and controlling expenses to align spend to transformation initiatives to achieve expected savings. Actively managed 300+ contractor resources across 3-year transformation program.• Directed execution of various IT wide efforts to drive efficiency and collaboration including documenting standard process requirements for project and portfolio management, contracting, and quality metrics program.• Responsible for all elements of the development lifecycle for integrated Project Portfolio Management (PPM) and Financial Management application suite. Including oversight and interaction from conceptual ideas to designing documenting and supporting development of integrated solution and driving for success. • Collaborated across teams using Lean Methodologies to document, define and rollout initiatives which streamlined vendor onboarding and Statement of Work (SOW) for improved efficiency while reducing risk.

• Oversaw/managed deliverables in various cross-department and cross-organizational corporate testing initiatives. Including managing divisional budget for all vendor needs outlining requirements for formal vendor program to closely manage engagements. • Managed QA program of resources and client relationships for acquisition program. Worked closely with management teams to deliver to synergies and supported client daily QA support.• Implemented quality assurance metrics program; measuring quality performance, productivity, and adherence to delivery schedule to identify areas of improvement to accelerate testing and enhance assurance.• Monitored 30M yearly divisional outsourcing and contract management programs with ongoing collaboration with the development managers and PMO to align funding with targeted needs for each of the lifecycle disciplines. • Researched and implemented training curriculums for QA and PMO staff to ensure the team remained current with industry standards and best practices procuring formal accreditation for staff. • Defined QA project manager roles and responsibilities to align with demand. Defined toolset and processes to assist QA managers in leading cross-department efforts allowing for reallocation of resources based upon needs.

• Defined and directed implementation QA migration and client integration activities for mergers and acquisitions. Monitored activities, reporting, and issue management for cross-department initiatives. Managed resources across both organizations including global QA teams meeting project deadlines. Successfully integrated teams, technology, and met client integration timelines while achieving synergies.• Integrated QA offshoring partnership leading to the reallocation of resources and implementation of global testing model. Created vendor staff augmentation operating model and controls. Formalized oversight activities: relationship management, resource pool management, and conducted performance to standards reviews. • Defined, developed, and implemented reporting outlining QA metrics, departmental budget, resource forecasting, management reporting and human resource initiatives for executive awareness.

• Managed user acceptance test professionals for the certification of internal and externally developed software to support pricing, corporate actions, income and core operational processes. • Outlined strategy, methodology, and resource requirements to meet project deadlines. • Developed department metrics program and designed automated process for reporting to identify areas of improvement.