- Led the 55- member Delivery Enablers portfolio group, comprised of Portfolio Management, Program Management, Platform Engineering, and Operational Excellence teams. Responsible for quarterly planning process based on OKRs, and large cross-functional business critical initiatives.- Selected as Program Sponsor for two-year Waterfall to Agile Transformation after Expedia’s acquisition of HomeAway. - Partnered with external Agile coach to design strategy and implementation plan. Collaborated with global and functional leaders to drive change communication and integration. Successfully completed the transformation which included a mandatory Agile training rollout to 1000+ employees. - Created an AgileX team of TPMs who helped coach employees through transformation and identify themes for continuous improvement.- Introduced the new Technical Program Manager role across the global organization. Led the design, recruiting and scaling of 50+ cross-functional TPMs and presented the new role definition and associated expectations during a global roadshow.

- Led HomeAway’s annual product planning process, partnering with global leads in the North America, EMEA, and APAC markets to manage project prioritization and manage product roadmaps. - Facilitated strategic initiatives and individual custom efforts with global and regional business leaders using a Waterfall methodology. Involved traveling worldwide to gather unique requirements, collaborate with disparate parties, and create a final roadmap with milestones and capacity planning for all stakeholders. Implemented continuous annual improvement process.- Created a Program Management Community of Practice establishing best practices across the organization.- Established original program management team, hiring, coaching, and developing 11 employees.- Implemented recurring customer feedback cycle with the goal of continuously improving value deliver.

Established Homeaway’s program management team to support the company’s growing engineering and product teams. Hired, coached and mentored team members. Collaborated with engineering and product leaders to manage priority initiatives, resolve issues, and changes request through project delivery. Team members worked horizontally across functional teams to keep the customer experience top-of-mind and at the forefront of process, feature prioritization, customer policies and delivery decisions. Implemented recurring feedback cycle with goal of continuously improving value delivery.

Product Owner for search service application and external client integration system features. Engaged with leadership and cross functional stakeholders to prioritize backlog and roadmap delivery.Decomposed business strategy initiatives into product Epic components. Scrum master for engineering teams facilitating planning, daily standups, sprint retrospectives, and daily standup forums. Created communication plan for updating stakeholders and leadership with progress impediments, and changes in schedules.

Managed retail point-of-sale (POS) product implementations for Oracle’s clients, including Lowe’s and HobbyLobby. Oversaw project teams of software engineers and functional analysts.- Developed resource strategies, budgets, tools, and custom support necessary for cost effective deployment.- Aligned Oracle functional leaders, client contacts, and third party vendors to ensure successful implementations.

Managed full life cycle development projects for internal employee systems.

Recruited as a full life cycle application developer using Java and Microsoft technologies. Quickly moved into functional analyst and finally Project Manager roles, serving as the liaison between the client and Viant’s creative and development teams.