DXC Senior Principle Transformation Executive responsible for transforming the large and complex Global Bristol Myer Squibb Digital Hosting Environment. I have direct responsibility for four towers, 26 projects, 130 plus team members, and the $2.7m one year budget. Complete responsibility to modernize the Security, Hosting, Storage and Cross Functional towers by implementing Bionix tooling via Platform DXC. Scope includes integration of intelligence, automation and orchestration of Platform DXC to Vitalize (BMS ServiceNow), vulnerability management, file encryption, additional Domain Controller hardening, Cloud Data Protection, discovery of tapeless backup solutions where economical and use of greater off-shore resources in Software Engineering and SAP support.

DXC Senior Principle Transformation Executive responsible for transitioning and transforming the large and complex Global Bristol Myer Squibb End User Portfolio. I had complete oversight and responsibly for providing strategic and tactical planning, development, evaluation, and implementation of cutting-edge technology infrastructure, architectures, systems and solutions to support the 33k end user community in 42 countries. Managed over 100 resources globally with responsibility for the $2.3M yearlong budget. The transition included seamlessly without interruptions to end users during the consolidation and migration of the Service desk from Tulsa and Pune to Bangalore, the closure of 3 Service Desks and the removal of 10 supported languages. The Transformation consisted of Modern Management that included Intune and a JAMF pilot deployment, deployment of modern support influences, i.e. chatbots, chat translation, computer telephony integration, automation scripting, social collaboration, vending machines and virtual service desk locations. This Transition and Transformation was highlighted by the client and DXC as Programs of the year.

Overall project size included $15.5m budget and 225 team members reported to me. I oversee the global and regional transition pursuits of large, complex outsourcing contracts to include alignment and planning, solutioning, costing, execution and integration management. I monitor the day-day activities required to meet contractual obligations for the transition and transformation phases of large and moderately complex outsourcing contracts and key deliverables for DXC internal transformation programs. Implements DXC methodologies and best practices to ensure client satisfaction.

As the Command Chief, I advise the commander on matters impacting the enlisted force such as proper utilization of personnel, quality of enlisted leadership, management/supervisor training, operations tempo and quality of life. I have responsibility to monitor compliance with Air National Guard and Air Force standards including those standards governing conduct, performance, appearance, and professional military education; serve on advisory councils; and work to ensure a close relationship with the local community.

Senior Delivery Project Executive responsible for Sikorsky Aircraft Corporation. My responsibilities focus on the transition and move to steady state for business critical information technology in the current Sikorsky data centers. This is a competitive win deal takeaway from the incumbent DXC along with a buildout and migration to new IBM infrastructure on cloud base platforms. I am responsible for all aspects of this transition to include; program management, data center relocations, business transformations, infrastructure consultation, critical situation management, vendor management, service suppliers, procurement, asset inventories, recruit, hire, training of lead large teams, executive level reporting, status, recommendations, get to green plans, cost take outs and PMO development.

Senior Project Executive with responsibility for the strategic outsourcing portion of the divestiture of the IBM Micro Electronics Division to Global Foundries. This was a complex, multi-tiered acquisition that totaled $1.5 billion for assets, building and personnel with a three year steady state run component of $358 million. Divestiture scope of responsibility included transitioning personnel and services, setting up statements of work with vendors, contract management, establishing a governance structure and staffing the project office to support the operating model. In steady state, I was responsible for the success of all aspects of contract performance including SLA performance, customer satisfaction, gross profit and revenue.

Senior Delivery Project Executive responsible for Global Royal Philips. My responsibilities focused on all Information Technology operations for the medical, electronics and lifestyles divisions of Philips. Philips posted sales of $28.8 billion in 2013 and I was accountable for the stability of the environment and for creating, managing, and enforcing strategic initiatives to accomplish business objectives for all three divisions. I led delivery towers globally during contract engagement and presented end-to-end process flow during RFP orals. I had oversight of all transition and transformation activities, coordinating transition and steady state teams for seamless integration during this period. Once in steady state , I had total financial management responsibility for the $133 million dollar budget to include analysis of monthly actual, tracking deviations and provided monthly forecast based on account knowledge and operational run rates. As the clients priorities shifted and changed, I led the efforts to provide creative solutions while maintaining cost challenges with customer and end user satisfaction. I managed 420 plus resources in 143 countries and had total responsibility for profit, loss and resource utilization.

Senior Delivery Project Executive responsible for Panasonic North America. I have total responsibility for all Information Technology operations to include stability, upgrades, support personnel, and financials. I am accountable for client relationship management and act as primary liaison between clients and IBM senior executives, as well as manage client satisfaction regarding all areas of operations. In my position, I have total financial management responsibility for the $186 million dollar budget to include analysis of monthly actual, tracking deviations, and provide monthly forecast based on account knowledge and operational run rates. I manage 280 plus resources in eight geographies and have total responsibility for profit, loss, and resource utilization.