Divisional Agile Delivery Leader 2020-2023Consolidated and led the Experience Products and Platforms subdivision’s integrated Agile Delivery Team, supporting 120 software engineering teams across 12 value streams and three portfolios. Managed a team of 70 people providing services at team, platform and portfolio levels. Raised the average Delivery Maturity of teams from level 2, “inconsistent Agile,” to the target level 3, “doing Agile.”Established a streamlined team budgeting and recruitment process for associate selection that filled positions 2x faster and increased human capital retention through intra-team mobility. Executed a surge of contractor ADLs to meet service demand in 2021, then replaced surge contractors with associates sourced through internal associate mobility and training programs with people at lower cost and longer expected tenures in 2022.Piloted a pivot from the 1:2 embedded Agile Delivery Leads to teams service-delivery model to a “high autonomy” 1:5 Agile Delivery support model with defined Team Roles + Responsibilities for software engineering, product, design, delivery, and data science members.Led Improvements in technology associate productivity.Drove increased transparency about Non-Roadmap Work, decreasing unplanned work by 50%, from 10% of capacity to 5% of capacity. Led cross-functional definition and roll-out of a Meeting Blocks policy to safeguard dedicated time (4 hrs/day) for software developers to do deep work.Spearheaded the divisional Delivery Data Standards Working Group that enabled Jira standardization and consistent reporting across 260 teams, 25 value streams, and six portfolios. Rolled-out practices for OKR mapping and improved work classification taxonomy that distinguished Platform Investments from Platform Health activities. Reduced time preparing status updates, improved decision-making with easy, timely access to data, and empowered sprint/kanban teams with line-of-sight to business value.

Developed delivery enablers aligned to Capital One’s maturity and context, coached associates in their use, and mentored delivery leaders at the portfolio and program levels. Implemented a Delivery Maturity Assessment Toolkit customized to Capital One for 260 teams in the division. Impact: Objective, measurable process improvements in team-level maturity from an average of level 2 “inconsistent Agile” to an average of level 3 “doing Agile” across the division in 2 years. Subsequently adopted in 3 other divisions.Created Objectives and Key Results (OKR) Playbook for Enterprise Products and Platforms with standard templates and Product College training that increase consistency, quality, and transparency of OKRs within the division, ensuring the backlogs of work at the team level aligned to the division’s business purposes. As Product Manager, led significant improvements in the operations and insights of an existing Enterprise Tech Agility Survey. Impacts: reduced questionnaire from 44 to 22 questions and achieved a 44% response rate, compared to a target of 20%-40%. Published regression analysis highlighting "high ROI" improvement opportunities for the enterprise, like backlog quality and developer focus time shown to have a high correlation with team effectiveness.

Implementing a new Program Office for a Business Technology Officer (BTO) group of 100+ analysts, developers, testers and leads, 40+ applications and 100+ projects per year as it pivots from multiple software development methodologies to a division-specific, Agile, DevOps-enabled methodology in support of a growing capital markets organization.+ Designing new operating model and procedures for IT Investment Management and Project Execution for the division to improve cross-team communication, enable better senior-level decision-making, and enable a growing technology group to scale its delivery.+ Establishing procedures to construct the annual plan, to analyze actual performance against plan and to forecast headcounts and financials for the BTO group for multiple time-horizons and scenarios.+ Coaching and training a team of newly hired Project Managers.

Built a new customer-oriented, learning-focused project management organization (PMO) to execute project planning, issues and risk management, and project administration for a $100-$400 million portfolio of 200+ software releases per year that achieved 15% reduction in failed projects and 10% increase in project pipeline capacity. Built a complimentary business management office (BMO) for overall resource management, financial management and department communications. Led organizational strategy design, communication and reporting for a newly centralized, 2,000-person division.+ Designed a strategy for a newly centralized, 2,000-person Application Development & Management organization to increase time-to-market by 35% and lower costs by 20% for software development projects; recruited and established teams to change business engagement models, adopt Agile development methods, adopt Davos principles, and shift human capital structures; Drove internal awareness and adoption of the strategy and reported to executives on progress+ Scaled a PMO organization across the full Application Development project portfolio; overcame resistance to centralize project management by aligning to customer needs and priorities and working closely with stakeholders to understand its vision, mission, value proposition, products and services, and roles and responsibilities+ Led internal self-improvement for the PMO team that created standard project plan reference template, 100+ job aids, outsourcing lessons-learned training, and a standard project manager skills assessment. These efforts also led to 15% higher retention and professional pride in the PMO.+ Increased capabilities of workforce by implementing 7-day, in-person curriculum customized for managers of IT projects within large initiatives at Fannie Mae, measured as highly useful by 95% participants 6 months after the training.+ Designed and led a program for employee engagement on the theme of innovation for the division

Led an initiative that built a common analytics platform superseding separate legacy market-risk modeling and credit-risk modeling platforms that reduced costs of redundancies by $4 million, improved cycle-time of collaboration between market-risk and credit-risk teams by 50% and improved consistency of enterprise-wide analytics.Key Accomplishments+ Led an independent analysis of the future roadmap for modeling and analytics technology that resulted in a shared vision for a common analytics platform, mutually agreed by the financial modelers and the technology organization+ Managed the >$10 million Common Analytics & Model-access Platform (CAMP) program, including active management of executive stakeholders, decision-making processes, issues, risks and the business case

Directed the program to modernize Fannie Mae’s corporate tax applications in order to catch-up with policy-driven changes to its GAAP accounting processes and to respond to new forecasting and reporting needs that emerged in the 2008 housing crisis.Key Accomplishments+ Led planning, requirements writing, testing and execution support of tax-specific systems for securities accounting, loan accounting, buy-up accounting, debt accounting, derivatives accounting, partnership accounting, deferred compensation, tax return preparation, and GAAP accounting for taxes (FAS 109, FIN 18, FIN 48)+ Led DTA Program for VP of Corporate Tax in 2008 (2nd largest project budget at Fannie Mae that year) to extend system capabilities to ensure complete tax books and records for the corporation and to provide adequate analytics for the assessment of the need for a valuation allowance against Fannie Mae’s deferred tax assets

Directed the production of business and application architecture analysis and artifacts including critical path diagrams, application dependency diagrams, event-drive accounting models, business process flow diagrams and system context diagrams; established change control artifacts and procedures for these artifacts

Defined scopes of projects, documented requirements, and designed and tested applications for finance and accounting in corporate tax (mortgage-related assets) and treasury (derivatives) in collaboration with policy analysts, business analysts, software engineers, project managers and executive sponsors.

Provided technical support to insurance, investment advisory and mutual fund customers using Princeton Financial Systems portfolio accounting solution, PAM.

Professional campus chaplain at Yale University and then Brown University leading IVCF's undergraduate student chapters.