• Lead multi-million-dollar conversion from Kronos to Dayforce (Ceridian) Time & Attendance system spanning 5 functional segments, 15 brands, 1500 locations and approximately 16,000 employees.• Constructed Workstream Leads project structure to ensure subject matter experts engaged in appropriate topics and phases of project. • Work with HR, IT, Service Operations, and external partners to plan and execute project activities.• Collaborate with the change management team on the development of the communication and training strategy, coordination of activities, and development of materials for project rollout.

• Led/mentored project managers in support of complex electric grid monitoring fiber upgrades and expansion across Texas. • Provided direction and oversight to project teams supporting on average 70 rolling concurrent initiatives.• Led planning and status update meetings with stakeholders, vendors, and internal resources.• Developed and managed procurement plans for necessary outside resources. • Delivered monthly department status update presentation to executive leadership.

• Guided a team of project managers, business analysts, developers, and testers through a suite of transformation projects. Projects included but not limited to: (1) Custom replacement of legacy order and billing system – order to cash. (2) Creation of an operational dashboard for addressing transaction issues, providing enhanced visibility of in-flight transactions to accounting team. (3) Conversion of customer onboarding process from manual to automated/workflow driven. (4) Conversion of legacy analytics dashboards to new system data model. • Served as chair for a team of executives participating in the prioritization of projects for the enterprise.• Coached and developed team members in best practices for project management and business analysis.• Designed project processes and tools to support technology and customer onboarding projects.• Worked with geographically dispersed teams in a remote work environment structure.

• Guided team of 27 individuals in the delivery of Agile projects using the Kanban framework.• Implemented a formal PMO process improvement structure that fostered recurring idea collaboration.• Collaborated with the team to enhance the project processes and developed related custom training.• Conducted reviews to assess risks to timeline, budget, quality, value, and customer satisfaction.• Owned annual department budget covering expenses, training, services, and staffing. • Developed a matrix of position competencies, career paths, and salary ranges for the department.• Established partnerships with stakeholders, opening lines of communication previously dormant.

• Guided a team of technical HRIS analysts and project managers within the HR organization. Team supported systems and processes such as vendor file feeds, payroll processing, report creation, HR data analysis, employee donation system, learning management system, and records management.• Analyzed initiatives to ensure alignment with true business need and stated business value. • Worked regularly with stakeholders on project intake and prioritization/reprioritization of ~100 projects.• Provided regular HR project portfolio status and health reporting to stakeholders.• Consulted with management to identify operational challenges and recommended adjustments.• Served as program manager for an applicant tracking system replacement, new HR careers site, learning management system upgrade, and a new Oracle EBS compensation module.• Conducted recurring audits on HR system and physical office access.• Ran point on maintaining and auditing the standard operation procedures for the HRIS team.• Served as lead for HR during the divestiture of ONEOKs natural gas distribution company. Primary areas of focus included HR records split, retention, and destruction. • Established processes, guidelines, and training related to HR records retention.

• Guided a department of 28 individuals responsible for the support of all district technology and projects.• Conducted vendor RFPs, selection, contract review, and negotiations within government constraints.• Served as program manager for student information system and infrastructure replacement initiatives.• Renegotiated pricing for recurring district products and services, resulting in 65% budget savings.• Standardized job descriptions and established a career/salary progression model for the department.• Met regularly with internal stakeholders to identify technology system and process pressure points.

• Guided a team of 46 responsible for campus technology support, purchasing, and project execution.• Managed multi-million-dollar annual department and special project budgets.• Worked with leaders to identify technology needs while balancing annual budget allocations.• Directed initiatives through project lifecycle including establishing program scope, authoring RFPs, vendor selection, contract negotiations, program execution, and business value validation. • Developed a career path model and worked with Human Resources to adjust job descriptions.