Global Strategy & Planning Lead on the Uber account

Recruited for portfolio strategy expertise and expanded to oversee multiple departments including contractors, occupancy planning, workplace experience, change management, project management, facilities management, and financial planning for opex and capex.• Managed real estate portfolio transformation team for 66 offices globally in 1.64M sq. ft. and construction for 535 U.S. branches in 4.5M sq. ft. Developed strategy targeted to reduce the portfolio by over 30% with an expense reduction off over $12.8M using design and innovation to drive efficiencies and modernization. • Led the Transition Team during the BMO acquisition of Bank of the West and oversaw BMO requests, process mapping, reporting, legal entity items, MBM planning, and developed strategies to merge the two portfolios including obtaining international regulatory approval to merge offices in multiple countries. • Developed executive dashboard reporting for initiative and project status updates, budget status, KPIs, and risk performance.• Created a workplace experience return to office (RTO) initiative which consisted of executive business leads, Technology, HR and Legal partners with the objective to magnetize the office. Program successfully evaluated optimal amenities (food service, gym, and events), space optimization and utilization and hybrid work model, and included a thorough change management program.

Hired as Portfolio planning director and promoted to department transition lead overseeing a 3.6M sq. ft. portfolio during Union Bank integration with MUFG.• Slashed total office space 14% in a regional hub, delivering $7 million opex savings after partnering with Transactions and creating a detailed comparative analysis to source more cost-efficient alternate locations.• Developed optimal location strategy program that shifted 10% of non-retail workforce to low-cost, long-term campus hub in Phoenix.• Collaboratively partnered with HR and senior leadership to ensure a flexible workplace strategy hybrid model that met business requirements and optimized the portfolio by 25%, and added building amenities and collaboration spaces.

Brought in-house to manage the retail construction portfolio after working as a contractor. Oversaw the outsourced project management team. • Defined annual retail and office capital planning budgets (~$130M) and developed governance and processes to ensure quality delivery of projects.• Delivered 10% procurement cost savings by pioneering workplace design standards; collected historical best practices and collaborated with various stakeholders including marketing, branding, retail team, and outsourced architects.• Revamped department dashboards to provide organizational structure and included project status updates, communications, financial reporting and decisions/action items. Improvements increased project transparency and enabled executives to make quick and informed decisions. • Launched a process improvement benchmarking project that used data-driven assumptions to reduce in-house project cost estimate development cycle time and eliminated the need for outsourced professional services.

Recruited to manage multi-site roll-outs leveraging extensive project management leadership and architecture experience.• Effectively oversaw multi-site Starbucks project encompassing 2400 locations in 13 geographic markets, while improving resource hiring process by optimizing contractor onboarding time from 5 days to 2 and accelerating regional training sessions.• Led a Union Bank multi-site name change rebranding project which included 450 West Coast locations that standardized marketing practices and provided consistency among the portfolio.• Created regional and enterprise best practices for clients including pricing and tracking templates, contractor management tools, and financial management processes.