As the Engineering manager my accountabilities spanned several corporate centered services at Microsoft. The services included corporate Benefits provided to the enterprise, Employee Stock services and US and Global Payroll services. I lead 2 important transformations organizationally; 1. Moving from a Managed Service based vendor team to a Microsoft employee-based team and 2. Lead the team from a Waterfall delivery methodology to an Agile delivery model. Building a new team: In conjunction with an organizational initiative to invest in employee ownership of services, I was tasked with building new full-time based employee teams for Benefits, Stock and Payroll. • Over 18 months, I recruited and hired 17 new team members. • I managed service team maintain clear accountabilities within each service and detailed knowledge transfer to the new Microsoft employees. • There are now 2 new development teams in place (18 new employees) and have reduced the managed service footprint by 75%. Waterfall to Agile: Our organizational transformation included the change from a Waterfall delivery model to using an Agile delivery model with a DevOps. 1. Established a rotating DRI for each of the delivery teams and a clear set of DRI guidelines and Livesite principals. 2. Co-Lead the establishment of single backlogs, with my PM lead counterpart, for each of the services in scope within Benefits, Stock and Payroll. 3. Transitioned the delivery model from a monthly/quarterly waterfall to a multi-month sprint delivery model. Livesite Management Maturity: In conjunction with the above transformations, we had services to run that impacted a large portion of Microsoft’s 120k employees• Each of these core services; Benefits, Stock and Payroll require 24/7/365 service uptime and support. • I lead the team to drive clear SLAs for issues, agreement for cross team support (where needed) and adoption of incident Postmortems for major issues that arose.

As the Service Engineering manager my accountabilities spanned all the HR services – 20+ with a horizontal focus of ensuring Livesite effectiveness for all Microsoft employees. The focus of this role was to transform from an “operationally focused” team to a DevOps focused team with a culture of observability at its root. The work includes the following transformations:1. Effective monitoring and response to Livesite issues. 2. Creation of telemetry and alerting for the areas of service that had none3. Transform the team makeup and drive for the resources to build toward being strong Service Engineers (versus Operations Analysts)4. Driving readiness activities within the team and with partner teams to prepare for critical business windows so that employees had a great experience5. Collaborating with our technical and business partners to improve cross team operational processes6. Ensuring SLAs were documented, negotiated, and reported out to leadershipIn Additional to this work, I executed a stretch assignment with my Program manager partners on 3rd party contracts with SaaS providers. This included adding key technical SLOs into the contracts that focused on data feeds between my team and the 3rd parties.

Phase 1: Establish Service Level Management into the organization• Matured and scaled the service review process within the HR domain with a goal of providing a formal listening mechanism for our applications with our business partners• Established an operations level focus with an emphasis on end to end services by bringing together entire value chains of accountability across organizations (OLAs)• Led the implementation of portfolio management processes that enabled precise and effective service discussions with partner teams • Injected ITIL Service Level Management framework and principle into the HR organizationPhase 2: Normalizing SLAs, OLAs and Service Reviews with improved partner engagement• Co-created a new Service Level Management framework for enabling consistently valuable IT to business partner discussions, improvement opportunities and growth• Expanded the SLM framework across the Corporate Functions organization (HR, Finance, Legal) including using a consistent Service Level Agreement and Service Review template• Established a centralized tracking solution for business input as an output of service reviews • Established a best practice Operating level template used with partner IT teams for tracking service levels spanning multiple IT teamsPhase 3: Strategic creation of a new Service Level Management Framework – Un1ty• Established and implemented a best practice Service Level Management model with a focus on end to end service management framework, recognized by VPs and CIO at Microsoft• Drove the maturity in addressing service fragmentation at the organization level with a focus on people and culture service acknowledgement and shared accountability.• Rooted in the user / employee / customer value as the common theme across organizations – while balancing team health and cross team collaboration and transparency which enabled ongoing growth and maturity