I am proud to be leading the IT PM and Business Partner/BA team in making Preferred the strongest DME/infusion provider in the country. * Reporting directly to the CIO, I represent the strategic planning and execution for the IT department. * My deep past experience with infrastructure and applications development helps me work with my peers, the Directors over those areas, plus our Security Officer, to ensure we are working on the right things and the right times to support our business objectives.* My BA team works with each line of business to know their goals and objectives, then they bring that knowledge back to our team and assist me in maintaining our Three-Year IT Strategic Roadmap.* I work closely with our Corporate Services leaders (Finance, Compliance and HR) to ensure their crucial (and often special) requirements are met.

Now oversee Portfolio Management across the entire US operations, not solely just Professional Services.

Retain all responsibilities from my previous Director of PMO position but have added the following:* Now directly manage all Professional Services Project Managers located in the United States.* Now directly manage the Professional Services Clinical Consulting team in the United States.With the additional responsibilities associated with the staff additions the department name was changed to accurately reflect that my team is no longer just solely focused on project delivery, but rather that plus successful direct consulting as well.

Hired to turn up a world-class professional services portfolio management and reporting organization for Orion Health's North America PSG division, as well as lead a team of skilled, professional Business Analysts. Also own all project management practice processes, procedures and artifacts.* Directly manage two PMO Coordinators (1 in Scottsdale, 1 in Auckland, New Zealand) and five BA's (5 in Boston, 1 in Santa Monica).* Rolled out a gated project governance model called Phase Gate, allowing internal Orion stakeholders the ability to vote yes or no at five distinct points during project execution as to whether that project is healthy and profitable enough to continue with execution to plan.* Started ad hoc "Global PMO Council" with my counterparts from EMEA and APAC so we could share best practices, processes, tools and procedures.* Developed the tools, processes and procedures to do named-level resource forecasting and reporting across the entire PSG department for North America. By end of March, 2016 the same method was rolled out across Orion's EMEA and APAC regions as well.* Launched crucial new reporting initiatives to get portfolio health information into the hands of key decision makers more quickly and efficiently.* Personally facilitate formal meetings to transition newly signed customer engagements from the Sales organization to Professional Services.* Sit on the CIO's Communication and Collaboration Steering Committee, charged with developing a roadmap for all such tools and systems throughout the global organization.* Am a stakeholder member of the executive ERP project team, charged with evaluation of ERP vendors and evaluation of solutions, with the goal of issuing guidance and recommendations directly to the CIO on vendor and tool selections for the global organization.* Delivered several smaller initiatives aimed at improving the quality of the project management service.

Overall duties, responsibilities and objectives remain the same as when I was managing the Infrastructure PMO. This shift to manage the Applications PMO is primarily driven by my experience in practicing and implementing Agile/Scrum software development methodologies and our drive at APS to become an Agile/Scrum place of practice.

* Supervisor for the IT Infrastructure PMO team, typically ranging from 18 to 22 project coordinators, project managers and program managers.* Fully responsible for all team development, including recruiting of new talent, ensuring appropriate training opportunities for each team member, providing job quality & performance evaluations and team budgeting.* Interface with the Portfolio Management team to derive measurements, Key Performance Indicators and metrics regarding team performance.* Responsible for all project assignments for the Infrastructure sub-portfolio.* Participate in key monthly Senior Leadership review sessions wherein we walk through key project status reports with our CIO and her direct reports.* Our On-Time / On-Budget metric has more than doubled, from 40% in 2012 to 95% for 2013.

Hired to build a new portfolio management team for an internal American Express software factory.• Was responsible for defining and delivering all metrics, key performance indicators, scorecards and dashboards for the software development factory.• Worked with potential customers to help them understand the business value of using the standard software factory versus running independent, isolated software development efforts.• Managed the end-to-end process for determining each fiscal year’s capital investment decisions, including gathering recommendations, securing project sizing and estimations, reviewing with executive management then tracking the approved projects through to completion.

In October, 2011, assumed management of the IT High-Availability program for Apollo's Go-to-Class application environment:• Responsible for successful delivery of HA instance of entire Go-to-Class environment in a second Data Center, located outside of Arizona.• Program utilized multiple concurrent workstreams, managed by four PM's on my PMO team.• Total budget exceeded $5 million US, including infrastructure and application planned expenditures.• Delivered first "quick win" project in late November, with less than four weeks from project concept to Go-Live. First phase on schedule for delivery in late March, 2012.Originally hired by IT Operations PMO in June to start and manage a new program to oversee all aspects of development and product lifecycle management for HP Service Manager (HPSM) product:• Created and implemented Scrum-based Agile methodology to support software development efforts, and an equally effective “Scrum of Scrums” Program-layer to help other Apollo Project Managers whose projects require software work within the HPSM product sphere. This Scrum Program layer allowed tracking of all incoming User Stories, independent of source, in a single Program backlog, making management of the backlog and overall metrics reporting extremely easy to implement.• Created and presented a Road Show for the various affected executives (Tools Teams, Service Management, Service Owners, etc.) to communicate the new Scrum methodology, securing 100% approval from all parties and official permission to implement.• During my tenure the program had completed 15 successful Sprints, with 99% of the agreed-upon scope items going into production on-time, representing a 50% increase in released development effort compared to the non-Scrum methodology used by the previous PM.• Refined program materials into generic format that can be used by any Project or Program Manager wanting to implement a Scrum-based methodology at Apollo Group.

Contracted in January, 2009 to manage two strategic technology initiatives for 2009-2010; role was expanded in May, 2009 to include the Lead role for the entire IT infrastructure PMO:• Provided senior consulting and leadership to APS I/S management in the “re-start” of the Infrastructure PMO by incorporating Lean Six Sigma concepts as part of the program / project process.• Successfully reduced PMO monthly forecast-to-actual variance from 53% to 15% in first 90 days and developed a new project initiation process that reduces administrative paperwork overhead by 45%. • Developed a comprehensive set of metrics with which to measure PMO effectiveness and efficiency, and report against those targets on an on-going basis.• Consulted with APS Human Resources on the use of effective project management methodologies for their Leadership Development Program.• Managed infrastructure team growth from 6 to 13 PM’s, including resume reviews, interviews, team workload planning and identifying opportunities for cross-training within the team by fostering a “mentor roles” program.• Represented the PMO on the strategic Infrastructure Governance Committee, and represented Infrastructure PMO on the IT-wide vPMO (virtual PMO) standards working group.• Managed $12M (FY2009) and $14.6M (FY2010) IT Infrastructure capital portfolio, including all budget allocations, reconciliation and executive reporting.• Requested to participate on three Lean Process improvement initiatives started by the new APS CIO to address the most identified areas of process waste within the IT organization.• Managed Phase 1 implementation of portfolio management using Primavera for Infrastructure organization, completing the entire phase in just 90 days. Scoped and cost estimated much larger Phase 2 effort to bring all infrastructure project management into Primavera.

Promoted to oversee import / export IT infrastructure for multi-billion dollar, global logistics and package delivery company. Key responsibilities included program/project management, staff development, budgeting, continuous process improvement, vendor management, resource allocation, consultation, and negotiation.• Directed 2 strategic imperatives for US region, including $9.1M program to replace entire IT system responsible for interfacing to US Customs and Border Protection (CBP), and a separate $3.2M program to implement advanced electronic manifesting technology.• Was senior member of a six-person team that established nation-wide PMO, including project lifecycles, milestones and standardized processes, then worked with outside consultants to automate and streamline portfolio / program management into the PlanView Portfolio Management Tool.• Orchestrated Six Sigma and process re-engineering initiatives surrounding project and program methodologies for business unit, including process mapping and metrics definition.• Oversaw complete product lifecycle management of successful, next-generation platform for single global IT system responsible for customs clearances of imports in 220+ countries.• Saved company $9M over 10 years by leading $7M initiative to outsource invoice printing.• 5-time recipient of internal company award recognizing diligence and job performance.

Hired to manage the implementation of a mission-critical multi-million dollar outsourcing contract in 2004 for commercial invoice printing.• Led all aspects of the outsource project, from vendor selection, through legal negotiations, and eventually through to a successful testing and deployment.• Consulted with other DHL project and program managers on Six Sigma and general business process mapping and improvement efforts.

Earned rapid promotion to oversee “virtual team” of technology engineers in project management efforts for multi-billion dollar national provider of IT systems for hospitals and clinics. Integrated Six Sigma quality processes into project methodology. • Improved project on-time completion within budget objectives from 75% to 82%, within 2 months.• Selected to launch first true consulting effort for company. Built partnerships with affiliate consulting groups and provided complimentary disaster recovery and business resumption services to hospitals. Effort launched on time with 4 major clients in pipeline.• Devised and managed first-ever long-distance high availability host service in partnership with EMC Storage and IBM, allowing client to operate from remote backup site.

Oversaw 94 Cisco-certified network engineers in deployment of 1550 data and voice networks into all Arizona public schools for this $1.3B, national telecommunications service provider.• Directed technology delivery of $140M project that led to successful deployment of >90% of scheduled implementations on time, dramatically surpassing original 70% success rate forecast.• Co-directed Six Sigma initiative and served as member of Change Management Control Board which designed process mapping methodology eventually adopted as companywide standard.

Launched and grew start-up consulting firm specializing in IT system design and installation, ISO 9002 project management, infrastructure configuration, technical security, and more.• Designed and configured complete IT infrastructure, managed resource allocation and performed technical installation and evaluation for new FDIC-certified financial institution. Project was completed 2 weeks ahead of schedule and saved bank management >$200,000 in start up expenses.• Provided technology consultation to MHA, enhancing company’s disaster recovery planning.• Aided multi-state call center operation in achievement of ISO 9002 certification.

Recruited to manage development of new ERP system for $20M semiconductor service provider for clients including Motorola and Intel. Additional responsibilities included 20-person staff management, P&L management, team development, strategic planning, leadership and project management. • Spearheaded company’s 1st PMO for IT projects, driving all projects to conclusion on time and within budget.• Designed and implemented new ERP system saving $500,000 per year via improved efficiencies and productivity.• Interconnected IT systems with customer systems, easing customers’ service acquisition and reducing time frame to get customers online from 3 months to 4 weeks.

Hired to provide technical project management to clients across the Phoenix valley area.• Successfully developed a new network for the Tempe, Arizona branch of American Heart Association. My consulting work included all needs analysis, solution development, procurement and deployment activities. After the system was installed and validated I performed training for the technical and end-user staff.• Developed a new network for the legal department of Dial Corporation headquarters in Phoenix. The legal team required the highest standards for information security so every aspect of the network was designed for the purpose, from physical intrusion security to full server-based data encryption.

Entrusted to facilitate physical and electronic campus data security for this privately held graduate institute of learning specializing in international management. Responsibilities included technical support, employee development, budget management and infrastructure security.• Designed and integrated 1st campus wide data network earning recognition from school president.• Launched process re-engineering efforts, streamlining operations via cost-saving automation.• Established first Internet connection through joint collaboration with Arizona State University, providing e-communication and Usenet access campus wide. Initiative predated World Wide Web.