• Responsible for Program Management & support of all B2C, B2B, Core Ticketing, Resale and Technical Operations and Top Ticketmaster Strategic Programs• Managed, recruited & developed a PMO team of approximately 45 employees• Managing and facilitating the Delivery Transformation to SAFe (Scaled Agile) to all of Product & Technology• Produced a best-of-breed Program Management & Governance toolkit for all Strategic Programs• Developed & maintained strategic Product & Technology… Show more • Responsible for Program Management & support of all B2C, B2B, Core Ticketing, Resale and Technical Operations and Top Ticketmaster Strategic Programs• Managed, recruited & developed a PMO team of approximately 45 employees• Managing and facilitating the Delivery Transformation to SAFe (Scaled Agile) to all of Product & Technology• Produced a best-of-breed Program Management & Governance toolkit for all Strategic Programs• Developed & maintained strategic Product & Technology roadmap, including prioritization of features developed both internally and from cross-functional leaders • Collaborated with Finance to deliver Annual and Quarterly Financial Forecasts• Established standards for executive-level program status reporting• Conducted Rollout & Training of the new processes and templates to leaders and users across the organization. Show less

• Direct report to the CTO & responsible for Program Management & support of all Consumer, Advertiser Products, enterprise applications (Sales & Service), and E-Commerce• Coordinated and facilitated all Senior Leadership Team (SLT) weekly meetings and Corporate Monthly Operations meetings• Defined, evangelized & operated the Intake, Prioritization and Approval (Gameplan) process• Defined and product managed the in-house Enterprise Program Management online tool Jupiter• Grew a… Show more • Direct report to the CTO & responsible for Program Management & support of all Consumer, Advertiser Products, enterprise applications (Sales & Service), and E-Commerce• Coordinated and facilitated all Senior Leadership Team (SLT) weekly meetings and Corporate Monthly Operations meetings• Defined, evangelized & operated the Intake, Prioritization and Approval (Gameplan) process• Defined and product managed the in-house Enterprise Program Management online tool Jupiter• Grew a PMO of 2 to a high-performance 30+ member team• Developed & maintained strategic technology roadmap, including prioritization of features developed both internally and from cross-functional leaders • Oversaw and managed the year-long “Carve-Out” from AT&T to a standalone company (YP Holdings)• Worked with Finance to deliver Annual and Quarterly Financial Forecasts• Oversaw and coordinated all Consumer, Product, Marketing, Sales & Operations systems and technology projects• Used variety of software development methodologies waterfall, agile, hybrid Show less

• Recruited, hired, trained, mentored and oversaw the Project Management department• Involved in all major Client Service and New Business activities• Updated the process and templates for the Genex development practice• Responsible for all project budgets, timing, profitability and quality• Resource & Performance Management of all 20 Project Managers

• Recruited, hired, trained, mentored and oversaw the Project Management department• Responsible for project budgets, timing and quality• Involved in major Client Service and New Business activities• Created and updated process and templates for the MRM North American Intel practice• Developed the North American MRM Web Development process

• Handpicked and coordinated the Development Process group.• Co-created the framework for the USI IVL Methodology (Production Process Methodology) that was used on all USI projects to reduce risk, ensure quality and increase adoption. • Developed training materials and evangelized the unified methodology across USI offices.

o Marketing research and communication Intranet for Sprint’s Drums project which enabled co-located post-production collaboration on Sun Microsystem machines.