I collaborate with business and technology leaders to deliver enterprise-scale digital transformation, enabling innovation, operational excellence, and measurable business value. Leveraging Kyndryl's global capabilities of 80,000 professionals across Cloud, Digital Workplace, Applications, Data & AI, Security & Resilience, Networking & Edge, and Core Enterprise and zCloud practices, I drive strategies that solve mission-critical challenges and position organizations for sustainable success.• Data governance and standards: Lead the development of data governance frameworks, catalogs, and domain-specific standards for clients, enabling them to optimize data utility, security, and compliance during their transformation journeys. I leverage the proprietary 9-step data governance framework I developed in 2020, which I describe in detail in SPE-198950-MS "Data as a Strategic Asset: Improving Results Through a Systematic Data Governance Framework" available at www.onepetro.org. • Customer engagement strategy: Collaborate with clients to define and execute customer engagement strategies aligned with their digital transformation goals. Facilitate governance councils and working groups, such as AI Steering Committees, to drive alignment and stakeholder ownership.• Digital workflow transformation: Partner with client business sponsors to identify and implement workflow transformation opportunities, setting measurable business value goals that align with enterprise objectives.• Change management leadership: Serve as a change agent for clients, fostering adoption of transformation initiatives, building executive and technical relationships, and overcoming implementation challenges to realize business success.• Agile execution leadership: Guide clients in adopting agile execution models by providing oversight for program increment planning, sprint execution, retrospectives, and value realization to achieve transformation milestones efficiently.

Digital transformation leader in the Global Advisory practice of Ernst & Young for business, technology, and data transformations in various industries across geographies, cultures, and organizational departments & and levels. I form and lead deal teams across lines of business, resulting in successful outcomes for my clients. Proven ability to pursue and win strategic engagements, including opportunity identification, pipeline development, risk management, SEC independence compliance, account strategies, etc. Closed and managed engagements in the U.S., Canada, Europe, and China. Sample examples:• Directed data strategy and governance establishment at a natural resources organization with US$400 billion annual revenue in Beijing, China.• Led data management risk assessment at one of Canada’s largest E&P organizations, leading to a $19 million engagement win.• Led systems integration for the UK’s $245 billion energy giant as part of their $10.5 billion shale acquisition, driving the integration of systems and applications.• Directed Oracle Cloud ERP implementation at a $102 billion Global Financial Services organization headquartered in Tokyo, Japan, including integrations with MS Azure. • Directed Oracle Cloud ERP implementation at a $7 billion Healthcare Organization.

Directed the Global Project Management Office within the newly established Project Centre of Excellence, driving capital deployment efficiency and achieving $1.2 billion in recurring annual savings. Led the development and implementation of the Global Capital Projects COE's strategy, aligning technologies, data management, and business standards across BHP Billiton’s capital organization. Responsible for defining, standardizing, and implementing project management protocols for capital projects for the global function. Influenced stakeholders at all levels to develop and embed strategic guidance and optimized global policies, procedures, and metrics across four key asset locations in the US, Canada, Australia, and Chile. Central Engineering special projects: Directed an 18-month, continuous improvement program of work across field operations, production engineering, revenue accounting, capital projects, and technology that delivered $12 million in annual recurring savings.

Led a 25-member team of Shale Production Accountants and 50+ contractors to deliver optimized allocated production quantities for 3,000 wells and 4,000 completions across four shale sites. Directed verification and improvement projects for 5,000 “Non-Op” (OBO) wells. Drove $9MM recurring annual savings for the company. Delivered a 30% improvement in internal processing time and reporting redundancies and improved team health and job satisfaction. Recognized by the company with the “General Manager Award” for significant cost avoidance, good citizenship, and continuous improvement. Recovered thousands of bbl. in “lost” oil through comparative analysis of filed documentation (engineering piping and instrumentation diagrams [P&IDs] to actual field piping) and allocated network system configuration. Rectified seven years of royalty payments and regulatory reporting, leading to multi-million-dollar cost avoidance. Implemented meter calibration techniques and measurement and allocation data standards to improve data quality and calculation of raw well completion production and downtime.

Led Production and Operations Engineering segments of the $50 million EBS transformation program for $12 billion Southwestern Energy Company, overseeing multi-site change management, cross-functional collaboration, user interface improvements, agile development and implementation, vendor management, communications, and training development and delivery.

In 2008, Dominion Energy divested E&P assets to HighMount E&P. Key role in the transition team to divest legacy and implement new systems, business processes, and procedures for newly-formed HighMount E&P. Established productive business partnerships between information technology and business organization through aligning business and IT operational goals, key performance indicators, and coordination and integration of working groups resulting in increased client satisfaction. Stewarded creation of service level agreements between IT and businesses to ensure expectations were clearly defined, agreed upon, documented, and followed to support internal and external audit process alignment.

Pioneered transition of IT services to India in the early 2000s. Designed, created, and administered training and development programs to support new offshore resources. Responsible for all aspects of the Organizational Change Management and Communications to ensure that the new off-shore team is properly embedded into the daily rhythm and BAU. Engaged analysts, strategists, and project managers in the U.S.A. while programmers and other professionals simultaneously worked offshore, supporting HR systems planning and design, configuration, testing, and maintenance, and enabling 24-hour work schedules.