Lead global initiative to drive down the time & cost to deliver new product introductions (NPI) by leveraging data and knowledge of lean practices. Provide leadership and expertise in NPI transformation, determining NPI process improvement opportunities and keeping the organization informed on the status of key NPI delivery metrics.

Created and led the Project Management Office function and team. Led team to drive projects to meet schedule, scope, and cost goals. Implemented governance process and tools to drive project approval, funding, and prioritization aligned to business objectives. Implemented tools and processes to drive clear project requirements and streamlined project implementations.

Created and led the PMO organization responsible for introducing new products accounting for over 80% of the company’s revenue. Established the PMO infrastructure (tools, methods, governance), and managed the project management team. Drove product introductions beginning with business planning development for multiple product lines, including server, storage infrastructure, IoT, cloud storage, and services. • Implemented the Pricing PMO. Partnered with senior leadership to design and implement a new Pricing Governance Board (PGB), including the scope, charter, RACI, deliverable, and approval criteria. The PGB drove better decision-making and offering alignment with company strategy.• Improved productivity 20% by partnering with cross-functional teams to document and enhance product introduction methodologies and best practices.• Developed and delivered product lifecycle methodology training to over 100 product and project managers, decreasing time to productivity by 60%. • Created and deployed dashboard to track and communicate project status and quarterly product roadmap. Consolidated six tracking tools to this dashboard increased project reporting accuracy, served as the source for management reporting, and aligned cross-functional teams to portfolio priorities. • Global Trade Compliance function productivity increased 80% by implementing tools to automate status tracking / communications, and document / streamline process methodology. • Reduced Global Supply Chain’s project management’s email traffic 20% and increased efficiency 40%. • Increased ability to sell and ship to countries requiring export authorizations by 60% at product availability. • Product manager for Hitachi Content Archive Platform (HCAP). Introduced the entry-level HCAP (HCAP 300) with the price-points, features, and capacity required for entry-level archiving customers, increasing the HCAP customer base and software profits.

Oversaw team and function for integrated clinical systems throughout 90+ comprehensive cancer centers. • Managed a cross-functional team to evaluate and implement new technologies to enhance the integrated clinical infrastructure, resulting in increased patient care. Worked with cross-functional teams to complete requirements definition, RFP management, product demonstrations, workflow changes, and implementation. Technologies included linear accelerators, diagnostic imaging, treatment planning systems, and Electronic Medical Records EMR. • Selected and implemented diagnostic imaging solution (PACS), reaching near 100% availability and instant access to medical imaging from multiple facilities. Reduced time from imaging completion to radiology report receipt from days to hours and significantly reduced errors due to mistakes in processing film, further improving imaging process quality.• Championed project to integrate data between all radiation and imaging technologies, increasing process efficiencies.• Worked with clinical and administrative staff to support ongoing operations and drove resolution of vendor-specific issues and product enhancement requests.• Improved availability of cancer patient treatment by 5% by negotiating with linear accelerator service providers to increase Service Level Agreements (SLAs). • Managed vendor programs and relationships to ensure uninterrupted patient care and reduce costs. Defined strategy, negotiated contracts, developed programs, managed performance against expectations, and drove issue resolution. Reduced clinic costs by 15% through evaluation, selection, and negotiations with existing and new suppliers.