Promoted to manage operational processes for the Enterprise Technology Backlog PMO, including risk management, change controls, and weekly communications with enterprise partners to ensure project alignment and transparency. Coordinated with enterprise teams to manage risks, implement change controls, and coordinate slotting, including developing collaboration documents and maintaining up-to-date reports.Partnered with PMO teams and facilitated Scrum of Scrums (S2) meetings to enhance operational efficiency.Migrated risk management process from Google Sheets to Jira, improving efficiency by saving time weekly, enhancing visibility and historical tracking, and receiving positive feedback from divisions.Created a Confluence page for independently adding meeting topics, consolidated all data into one accessible location, and documented decisions, next steps, and responsible parties.Transitioned ETB weekly communications to the Vessel tool, achieving an 86% open rate, demonstrating the tool’s effectiveness and high stakeholder engagement.Took on an ATM process leader role to drive operational updates and innovation using Agile principles, interfaced with teams to improve ATM processes, defined acceptance criteria with IT and product teams to minimize defects, and established communication protocols for changes and new capabilities within the ATM release train.Facilitated governance for code implementations and partnered with product and technology teams to design and execute defect testing and resolution processes for high-impact PF4 defects.Provided technical consulting and developed processes for a major initiative to replace computer cores in two-thirds of the ATM fleet as part of Windows 10 upgrades.Propelled the ATM staging success rate from 18% to 78% and reduced lead time by 2 weeks per batch by creating a playbook, streamlining the process, and addressing software bugs.