Acting VP of North America Technology for Nike's Global Technology organization.

Lead 2 Directors, 2 Software Engineering Managers, and 100 Software Engineers to design, build, and deliver applications for retail stores and consumer call centers. Partner with Digital Commerce and Order Fulfillment on technical solutions. SERVANT LEADERSHIP• Empower and engage teams to build a continuous improvement culture.• Enable managers to build effective teams by providing success models.• Maximize contributions by coaching high potential staff across the organization. • Established “working better together” strategy improving team-to-team collaboration.DIGITAL CONSUMER EXPERIENCES• Introduced “buy online” and “pick up in store” options through IOS retail app. • Added ship-from-store capability to IOS retail app in 6 weeks.• Improved average handle time 15% through CRM inquiry management.• Introduced expert help messaging technology in retail app.• Leveraged shop platform for both consumers and associates. TECHNICAL LEADERSHIP & CULTURE• Established reliability with monitoring and alerting in 100% of applications.• Generate business ideas by enabling Engineering innovation time.• Reduced resolution time by 30% for consumer-impacting issues.• Improved scalability by leading application re-architect for cloud infrastructure. I lead our retail and service innovation strategy to bridge virtual and physical consumer engagement. As my leadership skills grow, the team takes more ownership of needed changes.I’m impressed with how quickly our team delivered curbside pickup functionality enabling safe product access to consumers in wake of the pandemic. Our collaborative team foundation allowed us to transition easily to remote work. We were able to deliver just as fast if not faster, in particular for the software teams.On the personal side, we have been learning to be patient and create space for people to be human with each other and striving to meet people where they are so we can face challenging work together.

Engineering delivery for Direct to Consumer. Cultivated a highly functioning teams with 4 direct reports and 80 Software Engineers and Product Managers.• Aligned priorities by enhancing technical product management approach.• Drove quarterly planning process to set objectives and align delivery plans.• Improved delivery times 50% using an effort estimating process. As we moved to smaller software teams and taught them how to adopt agile practices, we were able to establish a quarterly planning process based on effectively estimating what we could realistically deliver. Our teams confidently prioritized the best value for the company from a technology perspective which led to richer conversations from the business perspective and more success for the team.I built and led a team that could do stakeholder management, prioritization, and cross-functional planning. Even with failure, we used an agility mindset to reflect on those problems and come up with solution so they were less likely to happen again in the future.

Delivered solutions spanning Retail ERP, Nike product customization, Social graph, Nike Membership, and Inventory & Order Management.• Harnessed B2C strategy by instigating technical innovation across teams for rapid change.When Nike pivoted from wholesale to direct-to-consumer owning the retail and digital engagement experience our consumers, the field was ripe for creating and implementing the technology to support the strategy and growth. Exciting new projects spanned member tracking, member connections, and how to take orders and make sure they were fulfilled.Creating and leading agile software engineering teams to be self-directed is aligned with my personal values and experience of how to set up individuals, teams, and a company for success. It creates a culture of enablement and empowerment to be in service to the goals of the company.

Assisted companies in using Oracle database software and tools to solve business problems.