As a ‘Trusted Advisor’ within Global Services Risk Management, partners with Salesforce’s professional services sales and delivery teams, conducting independent pre-sales deal reviews for large, strategic and complex projects. Enables risk visibility across the corporate-wide portfolio of services deals, with objective executive-level risk profiles and mitigation recommendations.Establishing the global protocol and reporting for complex project/program delivery reviews, highlighting challenges, successes, trends and ‘lessons learned’. Conducts senior leadership briefings.

VP GLOBAL RISK MANAGEMENT (1999 - 2018)Global initiatives to develop and deploy quality/risk management and PMO services for Oracle’s Global Business Units (independent industry-focused BUs):• Starting with only two FTEs, developed a virtual global team of 50 Risk Managers to focus on Oracle's vertical industry global business units• Industry focus in Financial Services, Insurance, Retail, Hospitality (Hotels, Food & Beverage), Health & Life Sciences, Telecommunications, Utility/Tax, PPM• Acquisition due diligence reviews, post-acquisition business operations and sales process integrationDeliver risk mitigation and quality management services focusing on: • Bid/proposal reviews of Oracle’s consulting client opportunities, assist bid managers and senior management in estimating, scoping and pricing consulting services• Client project reviews assessing project quality, risk mitigation and process improvement opportunities• Consulting portfolio management and PMO development support• Led the launch of key field training on proposal/contract scope development and Terms & Conditions; delivered training in the US, Europe and AsiaPRACTICE DIRECTOR, ORACLE CONSULTING (1994 - 1998)Client management, project/program management:• Consulting sales, proposal development• Practice management, recruiting, retention• Project P&L responsibility and portfolio oversight

Initiated the consulting practice for a nine-state region for client/server systems implementations, delivering strategy workshops, project planning, and management reviews. Key participant for in methodology and consulting standards development as this small vendor moved into the client/server environment. Regional P&L responsibility.

Hired to transition the Central Region’s consulting organization to a project management orientation, was one of two key members on a corporate team to develop, train and roll-out a standard software implementation and project management methodology. Conducted numerous training classes in both the implementation methodology and project management skills. Pioneered the Solutions Group consulting pre-sales and delivery efforts for the launch of the new client/server applications technology.

Specialization in large-scale systems planning, package evaluation, software implementation and project management. Managed several client migrations to/from facilities management (i.e., outsourcing) and service bureau environments, and was a key contributor in the development of D&T's system life-cycle methodology for packaged applications. Conducted professional skills training in consulting and project leadership.

Directed all accounting, treasury, tax, human resources and payroll activities in a $6 million (revenue) startup environment. Implemented a PC-based accounting system to establish financial controls.

Project manager for the selection and implementation of general ledger and accounts payable mainframe software for this Fortune 500 corporate headquarters. Extensive financial modeling, budgeting and financial reporting experience.

Developed cost accounting methodology for banking services, incorporating operational analyses, pricing strategies and product profitability.