I am accountable for Agile delivery of new products in IT and our Robotics, Wound Management, Ortho, and Sports product lines. This includes DevSecOps for medical devices and the enabling pipeline of software development for Linux and Windows based applications in Smith & Nephew's medical device products. This includes AI tools in Gitlab Duo, CoPilot, GitLab, Jira, Cognition Cockpit, Jenkins, Veracode, Figma, Checkmarx, Sonarqube, Finite State.As Director of IT I focus on our culture, our international teams in India and on our R+D systems. Ensuring we build the right solutions for our Robotics teams that enable a more digital thread within S+N R+D Products. This includes our compliance and security for all MDR and Systems Regulations including privacy and patient data.

Accountable for all 65 R&D Systems at Smith & Nephew and their compliance and security.Agile Coach to all R+D, Quality, Clinical, and Regulatory IT Teams and projects.Focused on R&D Systems that enable our Robotics programs in Pittsburgh PA and ROW R&D medical devices at S&N.4 Direct reports for managing delivery of R&D Systems projects, services, and interfaces.Accountable for a project portfolio of 15m yearly.PLM, PDM, DMS, CAD, CAE, Unstructured Text Analytics through Machine Learning and AI.In addition to the above my team is also responsible for strategy and governance of software engineering processes, IOT products governance, microservices and API's that support our R&D products and services.

Selected by the CIO to be the Agile Coach for delivering a transformation to Agile Ways of Working for all of S&N IT worldwide. Introduce change for S&N across the entire IT portfolio of projects, and operations. Accountable for Agile Coaching + Delivery across multiple programs and Agile teams.• Product Owner and Manager of Agile Ways of Working First Transformation project to deliver Agile Principles across the entire portfolio. Transforming IT to value people, value collaboration, value working software and value responding to change. Defining principles of Agile in a Medical Device context and improving customer experience across all projects by working in a new collaborative manner.• Scaled Agile Framework delivery in PLM Global Services First S&N IT implementation to use a Scaled Agile Framework approach with multiple teams and a product management team with multiple product owners. Partnering with a single delivery partner for PLM solutions (Kalypso) using PTC Windchill.• Agile Scrum delivery in UK Sales Dashboard First S&N BI solution running under pure Agile Team Scrum principles without any hybrid waterfall deliverables (no scope document, no separate validation deliverables, releases delivered weekly) (on-going)• Agile Scrum delivery in Siemens NX Upgrade An upgrade of Siemens NX (UG) CAD software for global distribution using Agile principles.

I am accountable for a portfolio of strategic programs within Product Systems which positively impact the performance of our Research, Product Development, Regulatory and Quality products & processes, globally. Program Manager - Post Market Intelligence project - MarkLogic - 2016 to Present• Post Market Surveillance (PMS) & Clinical Evaluation Reports (CER) for Smith & Nephew.• Applied MarkLogic analytics toolset to unstructured text in medical journals, clinical records, and registry entries to achieve MEDDev 2.7.1 Rev 4 Compliance.• Accountable for an Agile Project methodology for delivery, with 22 sprints and 2 releases.• Accountable for 2.1M budget and a 25+ member team in the US and UK.• Aligned C-Level executive staff and gained commitment on all resources for the project and delivered a Pilot solution in 2016. • Won additional capital funding of 1.2M in 2017 to continue investment after a successful Pilot of MarkLogic solution.Program Manager Global PLM - Enovia - 2015• Global process change from three processes for three divisions, to a single process for all divisions.• Accountable for 24.6M budget and a 100+ member team spread across 5 countries.• Aligned executive staff and gained commitment on all resources for the project.• Managing four separate external vendors for hardware, software, and services.• Delivering a comprehensive PLM Foundation for S&N product systems and an enterprise tool for total Quality Management Systems.Program Manager Complaint Management Improvement - 2014• Global process change from three processes for three divisions, to a single process for all divisions.• Accountable for 1.3M budget and a 36 member team spread across 16 countries.• Aligned executive staff and gained commitment on all resources for the project.• Managing four separate external vendors for hardware, software, and services.• Delivered an Architecture, Software, and Reporting upgrade using Pilgrim SmartSolve, and Pilgrim SmartInsight.

Strategic Programs Organization Strategic Program Analyst l provide management oversight and bring critical analysis to our portfolio of Product Systems projects which positively impact the performance of our Research, Product Development, Regulatory and Quality products & processes, globally. In addition, I am responsible for the value-realization of these systems as they transition from projects to on-going services. Project Manager Global PLM• Accountable and responsible for planning and initiation of a 15 Million dollar new implementation of Dassault's Enovia• Facilitated business stakeholders to align on cost with committed business value• Aligned executive staff and gained commitment on all resources for the project.Project Manager Complaint Management Improvement • Accountable and responsible for 1.3M budget and a 36 member team spread across 16 countries.• Aligned executive staff and gained commitment on all resources for the project.• Managing four separate external vendors for hardware, software, and services.• Delivering an Architecture, Software, and Reporting upgrade using Pilgrim SmartSolve, and Pilgrim SmartInsight.

In this role I am a project manager for medium to large projects that deliver solutions that improve time to market, increased stability of our production environment, and manages all interactions with our IS vendors.Project Manager SAP DMS Stability • Solely responsible for 355k budget, 8 team members, and delivering a database upgrade on 7 different SAP DMS Servers in 7 months across two continents and 4 time zones. • Motivated customers and information systems to invest in SAP DMS.• Manager of three separate external vendors to deliver this solution.Project Manager SAP ECO Core project • Solely responsible for 310k budget, 9 team members, and delivering an enhancement in functionality to SAP PLM, SAP DMS, and SAP ECM control.• Motivated customers and information systems to invest in enhancements to our SAP PLM solution to reduce time to market.• Manager of two separate external vendors to deliver this solution.Project Manager for the SAP Integration Project. • Solely responsible for 221k budget,

In this role I led small teams on projects to deliver solutions that upgraded our SAP instance to ECC 6.0, and delivered enhancements that improved business value in time, cost and scalability that lead to top-line revenue growth for my business customers worldwide. • I was the lead analyst on projects such as the SAP ECC 6.0 upgrade • In addition I delivered enhancements that improved business value in time to market, that lead to top-line revenue growth for my business customers worldwide.• A series of enhancements earned me a strong reputation with customers and a promotion to Lead Business Analyst in my organization.

In this role I led small teams on projects to deliver solutions that implemented SAP ECC 6.0, and delivered enhancements that improved institutional value in time, cost and MIT student course planning.• I was the lead analyst for Supply Chain in MIT’s SAP ECC 6.0 implementation at the BroadInstitute. The human genome was first de-sequenced at this institute.• I was the project manager with 11 staff members and a budget of 115k to implement a VisitorParking Information System for MIT within SAP Plant Maintenance.• I was the project manager with 8 staff members and 4 student contributors for implementingcourse selection software used by 10k students each semester at MIT. The Course PickerTool is still used today and can be found at this link showing my participationhttp://picker.mit.edu/credits.html.

Completed all SAP Supply Chain related deliverables for Campbell Soup Company for a Canada implementation of SAP R/3 v. 4.7 • SAP Quality Management business analyst consultant that implemented all aspects of the QM module for Campbell’s Soup Company. • Designed custom solutions for a complete redesign of Material Master data for materials management for the SAP Supply Chain team. This work included 125k BOM records.• Documented and managed the change process from Realization through Go-Live. I managed vendors from SAP and third party outside contractors, to stay within the project baseline cost.• Trained internal users how to run SAP for their day to day work activities and SAP.

Earned a Bachelor’s Degree in Information Systems and a Minor in European History with a 3.41 GPA.

Worked for the City of Providence as an analyst to the Building and Inspections Department. This first experience with Govern Land Management enterprise solution inspired me to seek out, and start my career in a best of breed ERP solution.