Managed up to 150 employees through nine direct reports. Force/program budgets ranged from $1.4M to $23.5M.►Led effort focused on Business Process Reengineering (BPR) and Robotic Process Automation (RPA) in the strategic sourcing, domestic and offshore connectivity, contractor onboarding and supplier management functions to streamline processes and drive substantial cost efficiencies.►Devised a data-driven global workforce optimization model to provide rich insight into global locations, workforce and financials, optimize the technology workforce to meet business demand, and enable prescriptive analytics to sustain long-term workforce viability. ►Led the AT&T Technology & Operations (ATO) Capabilities Evolution program in collaboration with Human Resources. Planned, designed and implemented a Human Capital Strategy to drive the talent, leadership and cultural transformation of 70K technology employees.►Directed 150 employees in the greater San Francisco and Seattle areas in delivering innovative, results-focused centralized software development. Focused on leading edge technologies including Software-Defined Networking (SDN), Data Analytics and Digital Experience. ►Redirected FlexForce Program strategy to align talent with IT transformational initiatives resulting in a 17% surge, from 23% to 40%, of workforce engaged in these initiatives in a 6-month period. This set the precedent for a skills pivot across the organization and continues to be the primary focus of the program.►Led IT Sourcing function: established a Cloud Vendor Management Office and partnered with IT client leadership and Supply Chain to devise effective sourcing strategies and negotiate key agreements.

Directed up to 250 employees through 15 direct reports while managing budgets ranging from $2.3M to $39.1M.►Devised supplier strategy, fostering and maintaining a positive, productive working relationships with strategic IT global suppliers. Ensured consistent contract terms and conditions, provided direction with respect to deal management and drove high-level negotiations.►Led operational aspects of a a technology solution provider asset acquisition.►Spearheaded financial, operational and business development matters for 250 IT Centralized Development Team employees in the St. Louis area.

Managed five employees and capital budgets of up to $47.8M (Collocation and Transport).►Built high-performance team and led the design and development of a web-based platform for analyzing, interpreting and predicting key performance indicators including network supplier spend, unit costs, supplier performance and national sales opportunities.►Led business planning activities for the GM group and influenced the structure and content of the business plan for the larger Carrier Alliances VP organization.▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Earlier: SBC Services/Southwestern Bell Telephone, promoted through positions of increasing responsibility.

►Participated in curricula and course development in the Master of Information Management (MIM) and Bachelor of Science Information Management (BSIM) programs. Developed and delivered courses including Information Systems Development, Principals of Automated Development, Systems Planning, Analysis, Design and Build, and Advanced Topics in Information Systems Engineering (ISE). ►Represented AT&T (formerly SBC) on the MIM/ISE Curriculum Advisory Committee.