Organize, coordinate and drive strategic business initiatives focused on improving brand perception. ► Guide diverse portfolio of projects through pilot, investment, scaling and launch. Translate strategy to project actions. Coordinated across projects, business units and functions to improve target KPI by 10%.► Designed innovative project portfolio management framework, governance, and communications practices adopted throughout the organization as a best practice.► Developed process to scope, evaluate and defend complex, multi-business unit resource requirements. Engaged in persistent negotiations, scrutinized details & ROI to spend on most impactful work for $24M investment.

Hand-selected to lead multiple cross-functional teams and activities to deliver broad business and operations initiatives.► Led cross-functional tiger team to close a competitive gap in EPEAT environmental certifications and establish new baseline and processes to achieve product environmental performance criteria. Fostered an environment of collaboration and creative problem solving to identify and navigate a path to >90% of the product portfolio meeting the highest EPEAT certification level at launch. The team's success was formally recognized by our business unit president.► Co-Lead for Client Solutions Group (11,000+ team members) business operations interface to the Dell Corporate COVID-19 Crisis Management Team. Coordinated with multiple corporate functions (Legal, Environmental Health & Safety, Facilities, HR, Corporate Comms, Security, etc.) to shape pandemic response policies/procedures, organize and provide time-critical data, field questions from across the organization and raise issues of shared concern to drive company-wide solutions.► Led effort (in partnership with Intel) to define and plan the incubation of a challenging solder technology used for printed circuit board assembly. Organized a framework based on inherently limited information that allowed flexibility for discovery learning, and provided transparent, data-driven decision points with risk mitigations and contingencies. The team was formally recognized by our engineering executive leadership for the solid plan and confident feedback from Intel executives.

Led the Front End Program Management team within Dell’s Commercial and Consumer Client Business, driving innovation and process improvement through the early phases of product development.► Planned and implemented an optimized program governance framework that pushed program decision-making authority and accountability to lower levels of the organization, freeing up nearly 1 week of time for more than 20 senior executives per year.► Consolidated lessons learned from more than 3 years of Front End PM activities to update and clarify the roles and responsibilities of Product Management, Program Management, and other critical functions in early product incubation and definition activities.► Recognized expert in Dell's Offer Lifecycle Management Process (OLP). Provided critical thought leadership in extensive OLP update to drive consistency and simplification across all phases of product development.► Reduced Concept Phase deliverables by 20%, allowing teams to better focus on essential, value-added activities.

Led cross-functional teams in the early stage development of commercial and consumer products across multiple businesses and form factors (Desktop, Mobile, Docking, Rack, All-in-One) with combined revenues of more than $6B. Led efforts to increase engineering rigor and standardize processes and deliverables.► Led 7 global cross-functional teams consisting of Product Management, Engineering, Procurement, Finance, Operations, Industrial Design, and Quality through the early-stage development process for 18 products.► Recognized thought leader. Influenced and mentored other front-end Program Managers. Conduit between Engineering & CTO senior executives and front line PMs for evaluating and establishing new processes.► Led cross-functional lessons learned effort to collaboratively identify and implement actionableimprovements for broad adoption in the areas of cost estimation and closing feedback loops.► Drove product development process improvements. Took initiative to research, propose and secure agreement from Product Group President to make changes which improved product roadmap clarity.► Volunteered to represent PMO for a resource management initiative. Influenced the team toreconsider its data sourcing strategy, resulting in lower risk & higher probability of consistent data input.► Facilitated negotiations for process changes between functional stakeholders resulting in improved accountability for cost reduction ideas and complexity tracking activities.

Provided strategy, systems engineering and process improvement expertise to Air Force senior executives for the enterprise introduction of the F-35 fighter jet. Focus areas included operational capability milestones, training, security, strategic messaging, technology roadmaps and product rollout coordination.

Led international team of 34 from 9 countries providing key link between 11 stakeholders and the product development team for a $300B high technology aircraft project. Provided operational / technical expertise and customer voice in cost, schedule and performance trade decisions. Thought leader at the intersection of the “requirements pull” from customers and “technology push” from government and industry R&D entities. Coordinated new product requirements from diverse customers.► Built effective customer relationships. Advocated for user perspective in hardware and software development. Led forums of 40-100 customers. Drove 45 high-profile issues to consensus solutions.► Implemented executive intent to improve product roadmap process. Used collaboration and influence to build, test and mediate consensus-based voting process that met political, fiscal and capacity limits.► Product capability expert and evangelist. Regularly presented product capabilities to conferences, senior staff and executives to generate enthusiasm and accurate product expectations.

Developed and executed complex operation plans for an Aircraft Carrier Strike Group (9 aircraft squadrons and 5 warships totaling 5,000 people) in diverse environments from the Western United States, Alaska and Hawaii to the Pacific Rim and Southwest Asia. Led 10 direct reports (on-site and remote) and influenced decisions of 30 leaders in other functional areas.► Planned daily flight operations for 9 aircraft squadrons and 5 warships during 11 months of high-risk field operations. Resulted in 10,773 coordinated flight events that exceeded unit training goals and combat readiness priorities of the Carrier Strike Group Commander with no loss of life or aircraft.► Aligned resources for strategic priorities. Tracked and reported metrics, making recommendations and adjustments to schedule and resource allocations to maintain required performance.► Managed execution of daily flight operations, setting priorities and contingency plans for changing circumstances. Resulted in minimum wasted resources while meeting customer commitments.► Led first integration of 2 helicopter squadrons into carrier air wing operations, leveraging cultivated relationships with resistant stakeholders to implement plan. Increased helicopter availability by 35%.► Increased training opportunities by 15% resulting in top score on operations efficiency evaluation, early qualification upgrades for 6 key leaders and increased operational flexibility.

Led customer engagement and 45 person multi-disciplined consultant team of social scientists and engineers. Provided innovative analysis and technical solutions to senior executives in Iraq resulting in a new customer support posture that improved responsiveness and magnified organization’s credibility with stakeholders.► Selected to provide organization capability briefings to senior executives. Developed and presented analysis that translated complex issues into concise, actionable options.► Led proof-of-concept effort for advanced technology capability to support time-critical need. Coordinated efforts of 2 military services and 4 test/scientific centers to deliver ahead of schedule.

Led department of 155 technicians in maintenance and quality assurance of 18 aircraft worth $1.1B. Focused workforce and workflow in 3-shift, 24/7 multi-site operations to exceed aircraft availability plans by 33%.► Instituted cost-focused maintenance and quality assurance management practices which reduced maintenance costs 40% and improved inspection scores by 72%. Shared best practices with other organizations.► Managed phased changeout of squadron aircraft. Prepared and transferred 12 older aircraft while inspecting and accepting 12 new aircraft. During this time provided seamless aircraft availability for an operational surge where 18 aircraft operated simultaneously from 3 locations in 2 hemispheres and 2 different aircraft carriers.► Directed squadron training and efficient execution of $4.5M budget, increased productivity 10% above comparable business units.► Coordinated execution of 1,350 flights and 8 pilot combat qualification upgrades allowing squadron to achieve targeted readiness levels prior to field deployment.► Qualified as a Strike Fighter Tactics Instructor and Air Wing Large Force Strike Leader flying the FA-18E Super Hornet.

Hand-selected to fill a more senior position and exercise safety program oversight of the Navy’s largest FA-18 Wing (250+ aircraft). Established robust safety environment for 18 squadrons and more than 450 aircrew. Strike syllabus instructor pilot with VFA-122, the Super Hornet training squadron, teaching new pilots and weapon system officers the tactics, techniques and procedures of delivering air to surface weapons.

Served as the Assistant Training Officer, Schedules Officer, Flight Safety Standards Lead and Maintenance Quality Assurance Lead.► Scheduled and coordinated the training activities of 16 pilots based on aircraft, training range and airspace constraints.► Tracked 147 individual flight qualifications for 21 pilots. Ensured 17 annual evaluations were completed so that pilots were prepared for aircraft emergencies and approved to operate in all flight conditions.► Meticulously groomed 13 maintenance work center record keeping processes. Set standards for 165 maintenance technicians that resulted in grades of Outstanding on annual inspection and the squadron winning annual Maintenance award.

Excelled in a dynamic and competitive training environment flying the T-34C, T-2C and TA-4J aircraft, culminating in selection to fly the FA-18 Hornet.

Supervised 22 military and civilian aircraft structural mechanics. Conceived, planned and coordinated a complete refurbishment of public Missile Display Park. Personally organized a cross-functional labor force from 3 different departments to transform 14 dilapidated static display missiles and add an F-4 Phantom display aircraft, turning an eyesore into a public relations tool. Awarded Navy Achievement Medal for efforts.