Promoted to lead all aspects of university IT service and academic technology operations: unified service desk operations and knowledge management; customer experience and service management; user-centric improvement initiatives; virtualized computing; and learning space technology design & support. Supervise three directors and six strategists; indirectly supervise more than 75 full-time employees and 50 contractors.--- Consolidated 12 IT support departments into a unified help desk including: a cloud contact center for single-point of contact; a new IT service management and knowledge base tool for ticketing and self-service; and a platform for measuring and improving customer experience. --- Partnered with a third party to develop an enterprise constituent relationship management (CRM) technology roadmap encompassing the needs of development & alumni relations; student recruitment, admissions, and retention; and numerous administrative case management scenarios. --- Responsible for program management of approximately $5 million each year in technology improvements.

Seniormost technology leader with oversight for IT user support and customer experience; AV design; virtual desktop infrastructure & endpoint management; application development and enterprise resource planning (ERP) systems; cybersecurity and IT risk; networking and data center infrastructure; and high-performance computing. Supervised two AVPs; indirectly supervised more than 230 FTE and 50 hourly wage/contract employees. Participated on the University Leadership Council and the EVP/CFO leadership team and regularly presented to the GW Board of Trustees Committee on Audit and Compliance to brief on topics of enterprise risk management and to the Faculty Senate Education Policy & Technology (EPT) Committee on IT governance.--- Led the development of and was responsible for the annual budget management of the complex IT shared services budget of $60 million in FY22 ($34 million compensation; $22 million operating; $4 million capital projects).--- Partnered with GW’s internal audit function to design annual reviews in the areas of insider and external threat, IT shared services performance, and third-party risk management and continuity; reviews evaluated the effectiveness of GW IT’s risk management, internal control processes and performance measurement, and governance structures.

Promoted to the senior management team within a VP-level office and made key contributions to the formulation of the Libraries & Academic Innovation division’s business and digital strategies. Solely responsible for the complete line of technology design and support for a complex university department (38 staff members and 10 contractors); managed annual budget of $3.5 million.--- Established service levels with major university divisions (e.g. Schools of Public Health or of Business) and built processes to ensure that metrics were monitored and managed to increase department effectiveness. --- Championed diversity and belonging by developing and running a divisional Diversity Action Committee. --- Oversaw an efficient, effective, and transparent IT governance council.

Promoted to an executive-level position with additional management responsibility for two IT engineering directors and 12 additional staff. Total staff oversight increased to 35 team members and five teams. --- Responsible for driving a best-in-class AV and computing experience for university’s students, faculty, and researchers in more than 200 learning spaces. Oversaw the user-informed design process, the management of installation vendors, the ongoing service desk function, and the annual infrastructure budget planning process.--- Collaborated with the Chief Academic Technology Officer to identify and manage the change associated with a university-mandated budget reduction of more than 20% over two fiscal years.

Promoted to Director of Business intelligence in October 2012; later appointed Interim Executive Director in August 2014 with additional management oversight for five operational teams.--- Supervised five managers and two project managers, while indirect staff supervision increased to 22 employees. --- Leveraged strategy planning methodologies to facilitate the development of a divisional strategic plan.

Promoted after two years as a Project Manager in November 2012 to Assistant Director of Project Management.--- Supervised two project coordinators and established a divisional project management office (PMO).--- Managed a $400K annual technology program and oversaw the GW Mobile app development program.

--- Project Manager (2008 - 2010)--- Media Services Team Lead (2006 - 2008)--- Software Compliance Specialist (2004 - 2006)

Serve as an in-person and online instructor, role model, and mentor to management institute participants.