Responsible for coaching and mentoring teams in agile practices to achieve a high level of performance and quality in delivering key results that provide exceptional business value to customers. Lead Division-wide adoption of lean-agile practices. Introduce principles, facilitate adoption of practices, guide division level implementation on a large multiple-project scale. Ensure consistency of approaches while encouraging teams to locally optimize and continually improve. Actively guide Communities of Practice across the Division and Enterprise.

Managed multi-million dollar IT Programs that consist of multiple, high-profile and complex projects that span multiple fiscal years, several business units and carry significant enterprise-wide impact. Created a structure and environment for teams from different business units to work together to engineer a common solution. Monitored, measured and reported on project status to IT leadership and senior business leadership.

Controlled all aspects of a Fortune 500 company projects' system development life cycle from kick-off to closure. Responsible for planning, executing, monitoring and controlling project through on/off-shore resources, contractors, and 3rd party vendors. Maintained project documentation, legal approvals, regulatory evidence, change requests, financial performance, management reports, and resources with Microsoft Office Suite, Project, SharePoint, and Skype. Managed schedule, budget, actions, issues, risks, mitigation plan, quality compliance, phase gate reviews, operation and portfolio updates.

Led automotive product portfolio management and governance team for the cloud services, traffic, dynamic content and automotive experiences groups. Created assessment criteria and designed financial models to analyze market size, business value and product priorities. Provided business insights to enable leadership to make fact based decisions consistent with the enterprise’s strategy and vision.

Agile Coach for the software management team, managed and coached agile project managers, directed business analyst and technical account manager, controlled annual budget of $2.25M, oversaw a dozen software projects with annual cost of $25M.► Created an agile governance model and development process which removed inflexible waterfall process and improved interaction between the management team and self-organizing scrum teams.► Eliminated weekly product status reviews and update meetings which generated 100’s of hours of development teams’ available time and provided 10% savings of management’s time.► Exceeded objectives to transform corporation into an agile organization and operationalize scrum which trained 10 teams and certified over 100 people as scrum product owners and scrum masters.

Demonstrated insight, analysis, and “executive on demand.” Provided executive project oversight and facilitated project solicitation, selection, prioritization, implementation, controls, and reporting. Resolved tactical issues and operational problems. Achieved executive objectives and goals.► Budgeted and scheduled communications workshops and one-on-one coaching which improved the quality of the organization’s communications, saved executive’s time and expedited decisions.

Represented the business unit on one of largest and most complex transactions in the world to split Motorola into 2 independent publicly traded companies.► Managed over a 1,000 deliverables, completed over 10,000 tasks, reported at core team meetings, guided functional team meetings, and orchestrated weekly executive reviews for multiple organizations (IT, Supply Chain, Procurement, Human Resources, Rewards, Talent Management) which separated Motorola’s $40B corporation into 2 companies, provided greater shareholder value, and achieved the single most important strategic objective of the enterprise.

Provided executive project oversight and facilitated project solicitation, selection, prioritization, implementation, controls, and reporting. Resolved tactical issues and operational problems. Achieved executive objectives and goals.► Generated organizational insight, provided institutional knowledge, facilitated staff meetings, drove action items and directed department activities which increased executive’s daily effectiveness.

Identified and implemented process improvements for multiple operational efficiency projects. Managed resource plans and forecasts, and created planning scenarios for product portfolio. Consulted with project teams and provided institutional knowledge or mentoring to project teams.► Oversaw engineering efficiency projects which decreased product complexity and increased engineering development return-on-investment with hardware platforms.► Oversaw product development lifecycle simplification project and organizational effectiveness project which decreased operational cycle time and provided decision support reports.

Provided executive project oversight and facilitated project solicitation, selection, prioritization, implementation, controls, and reporting. Resolved tactical issues and operational problems. Achieved executive objectives and goals.► Created a 12 month schedule, collected data in advance, established review sessions, and facilitated prep meetings which increased the executive’s productivity and produced more effective monthly operations reviews, quarterly SEC financial approvals, and annual strategy meetings.