Saks Global is a technology-powered combination of world-class luxury retail and real estate assets, including Saks, Saks Fifth Avenue Stores and Saks OFF 5TH.Leading teams focusing on Program deliveryWMS, OMS, Customer Svc, Returns, Fulfillment TechFinancial Stewardship of the Enterprise Applications Portfolio PMO Leadership, Process and Best Practices DevelopmentBusiness Liaison and Development

Leading teams focusing on Product and Program deliveryWMS, OMS, Customer Svc, ReturnsFinancial Stewardship of the Technology Portfolio PMO Leadership, Process and Best Practices DevelopmentBusiness Liaison and Development

Focusing on the delivery of Next Generation Technology for .comFinancial Stewardship of the Technology Portfolio PMO Leadership, Process and Best Practices DevelopmentBusiness Liaison and Development

Focusing on Fulfillment Operations and Technology initiatives across our network of FCsFinancial Stewardship and Intake DevelopmentPMO Leadership, Process and Best Practices DevelopmentBusiness Liaison and Development

Served at the IT Logistics and Infrastructure Program Manager.

Managed the delivery/project teams for a portfolio of POS refresh projects.

I served as the Customer Success Leader for the Kenexa portfolio of SaaS offerings within Walmart. I am aligned, collaborate and solution with Walmart executive stakeholders globally.• Directly lead and manage a dedicated team of 8 Customer Success Managers and 20+ Level 1 Service Desk Engineers. • Collaborated on the development and implementation of a 24/7 Level 1 Service Desk.• Managed the implementation and deployment the Level 1 Service Desk to 23 markets in 20 countries.• Developed a training initiative and sought out only the best talent to increase and developed the level of talent on the account. • Create and present 12 executive business reviews both domestic and internationally per year.• Develop value add solutions that have resulted in up sell revenue as well as expansion of the SaaS offerings with Walmart.• Ensured the referencability of Walmart as a Kenexa client through customer satisfaction initiatives.• Developed the Level 1 Service Desk case study for the IBM Smarter Workforce Summit.• Lead cross brand/team planning engagements to bring only the best solutions to Walmart.• Leveraged by IBM as a resident expert on the culture and environment of Walmart.• Closed a 3 year multi-million dollar renewal after fixing a broken customer relationship.

SMART Refresh – 2012 to 2014• Chosen to lead a 5-year Global Technology refresh delivering new hardware and services to 5k+ sites.• Collaborated across the divisions both domestic and international to develop the hard requirements to meet a complex solution stack• Learned a proprietary project management lifecycle and adapted my industry experience to successfully implement the Global Technology refresh. This included (Project Charters, Project Plans, WBS, Roles and Responsibilities, Assumptions and Constraints, High Level Milestones including Critical Success Criteria, Resource Requirements and Risk Assessments)• Leveraged specialized teams to facilitate a large number of complex and simultaneous activities.• Delivering a collaborative reporting dashboard on activities, issues and burnrates by reporting KPI’s, EV and other project related metricsEnd of Life (Datacenter Refresh) - 2013• Identified an opportunity to reduce the number of Operational Maintenance effort currently being assigned as projects. I asked to collapse these efforts into a single focused room as a tactical delivery for remediation. I was successful in my initial remediation of these efforts and asked to continue on as the program manager for the End of Life Operational Maintenance Focus Room• Successfully lead the remediation of 8k + devices while effectively returning 2MW of power back to the datacenters within the EOL Focus Room• Effectively managed a team of 12 internal and external project mangers utilizing 70+ full time associates, 320 matrix resources and collaborating with 45 Directors and 14 VP’s cross multiple divisions to complete the focus room within 9 months• Devolved and then cultivated business and personal relationships to remove unnecessary constraints and roadblocks to the overall progress of the EOL Focus Effort• Presented KPI’s and EVM metrics on a daily cadence to the CIO and CTO as well as maintaining a weekly stakeholders reporting cadence

• Aligned with the IT Operation Services to Manage all IT/Infrastructure projects• Currently Managing (Global Datacenter consolidation, Disaster Recovery Readiness Program, Oracle 11g upgrade, Microsoft Rationalization, Telephony upgrade, Citrix upgrade, SAN Fiber upgrade, Warehouse move/migration and PCI Compliance).• Deliver projects within a cross functional environment including offshore teams• Developed and implemented master and sub project schedules for 12 global core projects.• Reports and statuses are delivered on a weekly cadence with monthly dashboards• Stakeholder and Executive Steering meetings are delivered on a bi-weekly cadence• Risk, Issues and Opportunities are delivered and reviewed on a weekly cadence.

• Introduced PMI and Industry best practices successfully as a founding member of a newly formed PMO. This enabled better project management practices and deliverables as well as an acceptance of a new department corporate wide.• Implemented an EPMS consisting of MS Project Server 2007, MS Project 2007 and MS SharePoint.• Managed the creation of the PMLC as well as a SDLC for the continued growth and structure of the PMO, Quality Assurance and Delivery offices.• Successfully delivered a collaborative Boeing and Aviall, multi-year 20,000-man hour high availability infrastructure upgrade and second site Datacenter Disaster Recovery program on budget and on time while reporting KPI’s, EV and other project related metrics.• Managed a portfolio of 23-infrastructure project with a great deal of success in a loosely structured environment by bringing the appropriate amount of matrix managed style, structure and rigor to each project.• Collaborated with cross-functional stakeholders, resource managers and business owners in the creation of PMLC deliverables to include (Project Charters, Project Plans, WBS, Roles and Responsibilities, Assumptions and Constraints, High Level Milestones including Critical Success Criteria, Resource Requirements and Risk Assessments).• Routinely reported at the Executive level to address key indicators during Steering and Business Committee meetings.• Conducted Monthly, Weekly and Daily meetings with Matrix Managed Teams across the Business Acquisition Program to ensure continued validity of project’s constraint’s (scope, quality, time, & cost) factors.• Developed business and personal relationships within the teams I work with in order to remove unnecessary constraints and roadblocks to the overall progress of the project.• Accepted the role of “Closer” when it came to the delivery of very difficult projects. I have since successfully rolled out and closed multiple ecommerce projects.

• Manage key pieces of the Business and Acquisitions solution to include (OK, TX, NM, IL).• Provides PM support and managed both Infrastructure and Application Projects with the Business Acquisition Program.• Working within Clarity and Open Workbench, I manage project variables and deliverables to ensure the most up to date information is captured and reported to the OSDI PMO Office.• Manage both External and Internal communications with a great deal of success for the portfolio of projects I was assigned under the Business Acquisition Program.• Work with key stakeholders in the creation of SDM deliverables to include (Project Charters, Scope of Work, Project Plans, WBS, Roles and Responsibilities, Assumptions and Constraints, High Level Milestones including Critical Success Criteria, Resource Requirements and Risk Assessments).• Routinely report at the Executive level to address key indicators during Steering and Business Committee meetings.• Conducts Monthly, Weekly and Daily meetings with Matrix Managed Teams across the Business Acquisition Program to ensure continued validity of project’s constraints (scope, quality, time, cost) factors.• Develops business and personal relationships within the teams I work with in order to remove unnecessary constraints and roadblocks to the overall progress of the project.• Created “Eye Candy” for the Project Release and Deployment cycles to include (Release Plans, Deployment Directories, Visual Success Markers and Follow the Bouncing Ball Scripts) insuring Happy Path Releases.

• Designed and implemented highly available Datacenter infrastructures for 22+ VOIP, web based and e-commerce applications including critical components of the Verizon.com website.• Managed the build out and delivery of over 400+ Intel based servers in two Datacenters.• Implemented second site ecommerce Disaster Recovery plans utilizing Microsoft, EMC and Hardware related products.• As a team/project lead I have taken projects from a prototype to a successfully marketed product in 30 days, managed the deliverables of 3 ecommerce development teams and 14 contributors during the .com project• Lead implementer and Project Manager for the Verizon ePortal managing a team of 5 (Developers, DBA, Systems Engineer) for the duration of the project• Conducted JAR and JAD sessions with cross functional teams utilizing the SDLC (RUP based) to successfully create efficiencies within the project• Lead implementer and Project Manager for the Verizon SharePoint implementation, managing a team of 10 (Developers, DBA, Systems Engineer) for the duration of the project• Conducted cross functional team meetings (Architecture, JAR, JAD and Engineering) utilizing the SDLC (RUP based) to successfully deliver the project• Managed rollouts of infrastructure and packaged code deployment across 6 concurrent environments (Dev, Sys Test, UAT, Staging, Training and Production) in accordance with the typical SDLC (RUP) methodology.• Completely re-engineered a 2 year, $25 million dollar VOIP project whose product was in jeopardy of being designated unmarketable.• Continually monitored the Process Work flow to establish smoother transitions within the project lifecycle as the application advanced through the deployment environments. • Utilized as the Configuration Management Lead concurrently with the role of Lead manager of the .com project, this resulted in me personally packaging as well as delivering every code drop to each sever in all 5 environments