I am the Director of Enterprise Standards Governance (ESG) at Elevance Health, I oversee the technology governance and standardization efforts across the organization’s technology stack. I lead a high-performing operations team that reviews over 1,100 new technologies annually, ensuring alignment with company standards. In addition, I manage a ServiceNow development team focused on process automation and enhancements, optimizing our workflow efficiency. My responsibilities also include leading an offshore team supporting both operations and development, ensuring seamless collaboration and global operational effectiveness.

Intake and Governance DirectorRecruited to provide focus, leadership and operation excellence within the Enterprise Architecture Group at Anthem. I am the Matrix manager for up to ten people. I lead the technology governance and drive for standardization across Anthem's technology stack.

Generated Program Management for all Integration Architecture Services projects, reporting to the Director of the Management Office while simultaneously performing as the Work Intake Manager for the CTO organization. Managed over 290 new work intake requests, closed over 335 work requests and installed 75 projects in one year while reducing work older than 45 days by 75%. Oversaw daily management of a contractor staff of four Management Office consultants and ten Project Managers. Directed project demand and resource availability to department leadership, WellPoint leadership, program and Executive PMO representatives. Managed the successful absorption of the Small System Change Request process for the SO planning group into the management office. Led the absorption of the Integration Frameworks and Infrastructure teams under the management office work intake process. Partnered with IAS directors, EPMO, SO planning team, Chief Architect, Integration Architecture Director and Infrastructure lead. Led the IAS estimation process which included estimation, coordination, tracking and producing metrics on all estimates.

Reported to the VP of Call Center Technologies. Developed the areas overall weekly metrics. Created a baseline for the current process and developing a process to report improvements, focusing on the full lifecycle tracking of Level of Effort (LOE), project statuses, financial, estimation, and defects.

Led multiple teams to develop and deploy workflow and document management solutions to be used in multiple lines of business. Reported to the head of the Framework and Services Department, acting as the Program Manager for all department projects as well as functioning as the Manager of the Planning and Service Design departments. Directed up to 90 services across 65 different projects for 41 consumers. Managed several department and teams: two departments; one with a team of nine Service Architects and up to ten matrixed staff responsible for the design of SOA services; a team of seven service planners; and three to five matrixed staff, who were responsible for moving services through the lifecycle.

Created new processes which aligned activities with the Project Management Office and improve the working relationship. Rolled out agile project management concepts of backlog and daily scrums into the development teams. Developed and implemented a configuration management process to govern the storage and release of the service contracts. Engaged production and process improvements areas to improve the management of defects and enhancements. Coordinated services across the development areas, program delivery, and QES testing. Actively partnered with senior management, EA and the business to roll out the SOA program at Aetna. Developed resource leveling process through cross training enabling resources to shift during peak times.

Designed, developed and communicated a companywide training curricula for Project Management, Software Development Lifecycle and Capability Maturity Model Integration (CMMI). Trained the curricula to Project Managers, Senior Project Managers and Senior Management. Facilitated training sessions to all levels, including senior management, of the Aetna Information Services Organization.

Project manager responsible for managing enhancements to the Aetna claims payment system and the creation of a cross functional team that included both internal and external areas with Aetna to analyze and review Aetna customers converting from Aetna’s legacy claim payment systems (Aecclaims and MCS) to Aetna’s new claim system (ACAS).

I reported to the head of the Tewksbury office as the claims payment system project manager. My main responsibility was the successful conversion of over 50 Aetna customers under aggressive timelines from Aetna’s legacy claim payment systems (Aecclaims and MCS) to Aetna’s new claim payment system (ACAS). I also successful conversion of over 50 Aetna customers under aggressive timelines from Aetna’s legacy claim payment systems to Aetna’s new claim payment system (ACAS).