- End-to-end project and program management of KPMG Delivery Network strategic cross-functional international initiatives (organisational transformation, service adoption, etc.): Overall program & concept development and documentation, stage gate management, workstreams management, reporting and governance cadence management, budget and resource planning and monitoring, external vendor management, complex stakeholder management strategy development, - Managing a team of 6 project managers, onboard and train project managers, project sponsors, etc.- Proactive stakeholder management on local, functional and global executive level- Continuous improvement of project and program-level methodologies

- Built Business Services level project portfolio & underlying governance, processes and reporting with and for all levels of organization (interdependency tracking, progress tracking, resource tracking, budget tracking, KPI and reporting framework development)- Developed PM upskilling framework- Initiated and led methodology standardization process for general, transition, IT, acquisitions projects

- Overall Business Services oversight of global flagship carve-out finance transition (EuroAPI):- Driving project and governance planning, risk, change and escalation management, BPO management, complex stakeholder management- Delivery management for TSA and Transition- Create high-end comprehensive decision-making materials & project reporting

- Lead strategy building for group level sustainability strategy: defined success factors, roadmap, plan and schedule, agency and financial impact/needs, market analysis, demand and trend definition, strategy buy-in- Drive inorganic growth project elements from scoping, target screening to NBO submission & due diligence and SPA negotiations – responsible for scheduling, resourcing, P&L and operating model definition, integration planning & DD report and decision-making material delivery- Direct management of 3-5 employees and dotted-line management of 50+ cross-functional project participants in DDs, material development, etc. - Streamlined and optimized product development project leg of program by introducing various tools and techniques- Project reengineered projects, defined critical paths, defined key stakeholders and engagement plan, ensured damage control and risk management efforts to be put in place (through feedback and facilitated LL, risk and SWOT workshops)- Mentoring and coaching junior PM colleagues and project admin colleagues- Responsible for stakeholder management in every levels of the organization – from PA to VP

- Designed & developed M&A playbook for products and portfolios in a consultative process (strategic considerations, R&R, documentation & reporting, governance, Day 1 Plan, etc.) and driving the review and adoption process for the new framework- Ideated, designed, built and led Commercial Ops Directorate process review and enhancement project, laid foundations for new process elements to define scope, control and impact of directorate operations and to increase effectivity, clear waste, redundancy or responsibility breach- End-to-end managed parallel acquisition and integration projects, including opportunity identification, feasibility assessment, business case development, scenario analysis, project planning, project forecasting/budgeting, project communication, resource planning, delivery management and closure and handover- Managed cross-functional teams of 10+ functions throughout various projects and stages - Introduced project management elements to commercial ops such as business case and forecast guidelines, feasibility reports, due diligence plans, status & findings report, comprehensive documentation and archiving- Developed foundation-level risk management framework & tools for projects, implemented effective project controls, such as escalation lines and complex reporting for tracking and identifying issues and problems- Developed and delivered strategic decision-making support materials, reports, white papers, summaries, presentations, etc.- Active and hands-on stakeholder/partner engagement from functional contributors to C-suite, including identification and controlled involvement- Represented Commercial Directorate in internal, and company in external negotiations with relevant business partners during acquisitions deals, auxiliary contract negotiations, establishing internal buy in, presenting and delivering info at GM meetings

- Worked on assessing as is, designing all elements of a foundation-level PMO for company with CFO & CTO (including project methodologies, governance structures, reporting and documentation & group-level systems controls, roll-out and training scheme, resourcing and ways of working)- Coordinated large-scale organizational transformation project with KPMG and Chief Transformation Officer from strategy review & rewiring to transformation delivery planning- Hands-on stakeholder management from identification to sustained engagement- Developed and maintained from the get-go management-level reporting standards for relevant projects (status, risk, qualitative and quantitative reports, etc.) and put operational steps behind- Managed large-scale international acquisition target integration and business transformation of 30+ sites, managed integration planning, reporting, escalation & risk management, cost control, etc.- Kicked-off integration of Hungarian acquisition and transformation post-signing, i.e. identified project teams on HQ, local and acquired company levels, identified reports and controls, introduced basic risk management elements- Managed cross-functional teams responsible for due diligence and integration projects through designing and establishing ways of working for teams

- End-to-end management of a 1.3 M EUR transformation project based on large-scale software implementation across all functions and stages based on hybrid (Agile and waterfall) methodologies and ITIL principles (for 2,500+ users), includingo problem definition and organizational needs assessmento leading vendor evaluation and selection, later vendor managemento participating in contract negotiations, building internal team and dedicated IT teamo plan and control project communicationo creating all relevant project documents (project charter, program plan, resource plan, project budget, also participate in delivery of user specifications, proof of concepts, prototyping, user testing, roll-out planning, etc.)o institutionalizing reporting and controls- Introduced project management fundamentals on an organization-level, such as basic governance elements (steering committee, escalation line, etc.)- Actively worked on stakeholder engagement and active involvement (Sponsors, Owners, Project Team, SMEs, vendor, end users, etc.)- Participated in the design of the transformational project in reshaping organizational clusters and units, such as IT, or organizational operations structure, service delivery scheme, process redesign- Managed specialized project team of 6 SMEs- Provide strong decision-making support for Project Sponsor and Senior Management

Management of overall operations of strategic Development Unit with 3 international consultants and admin staff.- Provides insight and strategic approach/vision to investigate trajectories for HE information management (knowledge creation, sharing and activation/preservation, redefining traditional HE functions, etc.)- Leads annual revision of philanthropic financial, operational, data management and compliance policies and processes- Supervises database and data management related to advancement units for 20+ users/employees with 20,000+ constituents (including database lifecycle management; access, availability and rights supervision; guidelines review, unit boarding: 3 new units with 10+ users, migration to and management of hosted environment db)- Familiar with state-of-the-art great practices in sector-related IT and management perspectives, insightful of and trained in data and security, ITIL and project management basics, with a proven record of 3,500+ project hours of various nature (PMP certificate among short-term plans, ITIL Foundations in progress)- Compiles complex reports and data analyses for Board of Trustees that helped secure $7 million in AY 2014/15- Member of Data Management and Database Working Group- Key relations manager for Budget, Research, IT and Records Units (50+ employees)Dual reporting to Vice President for Development and Vice President for Vice President for Enrollment Management and Alumni Relations.

Set up daily operations of new strategic unit of Development- large-scale philanthropic campaign management with 4+ external consultants - more effective consultancy time & cost reduction with 21%- introduced (planned, deployed, implemented, tested) and managed philanthropic/alumni/corporate database. As a result, new matrix of data segments enable more complex reports that boosted giving volume with special constituencies (Alumni: 38%)- planned data migration (cleaning, standardizing, aligning and testing) of 14,000+ records- set up reporting matrix of 100+ strategic and management support reports- streamlined interdepartmental cooperation and internal policies that yielded in %400 increase in philanthropic revenues (to $2,1 million)Dual report to Director of Development and Director of Alumni Relations

- Setup and design communication channels for growing body of alumni of 12,000+- participated in implementing CMS system (sysAdmin role)- globally managed area coordinators’ work (50+ coordinators)- set up service processes (serving 12,000+ alumni) and general admin processes (for 50+ cooperating colleagues)Report to Director of Alumni Relations and Career Services

- seminar leader for Academic Writing, English Literature and Culture (teaching 100+ students)- participated in 6 conferences, published 15+ reviews, articles and position papers- organized 1 international conferences (topic areas: gender studies, cultural history)