Provided thought leadership, strategy and execution to streamline client on-boarding processes for Fidelity’s HR Payroll business, reducing labor costs and improving competitive posture.• Transformed Fortune 50 client on-boarding business model, detailing client/vendor responsibilities and shifting project management culture from client appeasement to contract management, increasing fee for service opportunity by 40%• Identified capabilities and established Implementation Maturity Model, which revealed opportunities to increase client acquisition run rate.• Created strategic 5 year roadmap identifying projects, sequencing, dependencies, durations, and estimated benefits, yielding implementation staff hour reduction from 156,000 to 30,000 (80%). • Directed Agile execution against strategic roadmap, saving 50,000 hours year one. Restructured development process from standard waterfall to Agile/SCRUM.

Established enterprise standards as foundation required to integrate 10 newly-acquired global companies, factoring diverse IT platforms, organizations, cultures, languages and business lines. • Directed multiple post M&A integrations of systems and processes, on aggressive schedule. Top management recognized effort as XL’s first major integration that was ever delivered on schedule.• Created strategy for XL’s first standard global portfolio management system, implementing MS Enterprise Project.• Appointed by global CIO to chair North American IT Council and exchange information concerning regional technology issues with global management.

Directed cross-company Web development program; with retail/institutional business units; managed $30+ million annual labor budget, six project managers and 100+ matrix internal/external resources.• Volunteered, initiated, organized and led emergency response at Ground Zero, within 24 hours of 9/11 attacks. Led on-site relief initiatives, supervising civilian volunteers and two Marines to instill order to initially chaotic response; with active support by Fidelity top management.• Program Manager of Fidelity’s first application leveraging enterprise-wide customer data, to create on-line integrated multi-goal financial planning tool, featuring personalization and content management technologies.• Managed User Interface Design of financial planning tool, improved Fidelity’s 1997 Gomez rating from “D” to “A.”• Redesigned Fidelity compliance marketing review process, reducing review cycle from 20 to 2 days. • Managed vendor redesign of Fidelity.com information architecture, which created foundation to transform Fidelity.com from 46,000 pages of static brochure-ware to transaction driven site • Enabled Tokyo-based PMO to improve on-time delivery, by training and guiding Tokyo executives on location, concerning project management best practices.Director, Fidelity National Financial Service Company, (1994 to 1997)Co-managed major change effort to scale Asset Servicing Division from start-up to fully integrated global custody business. Implemented Global Plus, multi-currency custody and accounting system, integrated into Fidelity’s brokerage system and “the street.” Supported domestic clients possessing $50+ billion in total assets; expanded to $650 billion in 2009.Professional Consultant, Fidelity Institutional Retirement Services Company, (1989 to 1994)Managed 30 record-keeping implementations, for Fortune 500 Defined Contribution clients. Business Analyst, Fidelity Systems Company / FMR Corp. (1987 to 1989)

Developed Earned Value Analysis tools for Department of Defense and Social Security Administration projects. Collaborated as part of team to create Stealth Bomber parts database.