Lead a team of over 50 individuals world wide. Responsible for Disaster Recovery, Infrastructure Resilience, Infrastructure M&A, Cloud Management, Cloud FinOps, Infrastructure and Cloud Efficiency.Accountable for delivering two large data center and infrastructure builds in China total of $150M in spend.Accountable for driving and testing of overall DR Strategy for all PayPal Brands.Accountable for ensuring all existing and new Cloud and On Prem infrastructure and application builds are Highly Available and Resilient. Accountable for overall Data Center Infrastructure and Cloud Efficiency, have driven over $50M in savings

Manage team of 20 globallyLead team of 15 from white glove delivery to the new IaaS support team. Ensuring delivery to PayPal’s internal customers while engaging in large scale cultural change. o Drive requirements to development teams both internal and external build IaaS Products that allow for automation and self-service by the customer.o Assist in the overall cultural and role changeo Manage customer relations as we change the process of supporting them.o Build the day to day management process (QBRs, etc)To define, build, and enable service management to allow the PayPal Infrastructure to be able to serve its internal customers to the best of our ability. o Define the Serviceso Build the Catalogo Create the Service enhancement road mapo Build the day to day management process (QBRs, etc)Manage the overall delivery of partner connectivity for payments and other BU’sM&A Lead for all things infrastructure and site.o Responsible for scoping issues and building an integration plan during due diligence for every potential acquisition.

• Created Strategy and Program for delivery of the PayPal Network Expansion to: - Increase the scope and range of our production network - Reduce single point of failures for partner/customer integrations - Support migration to public cloud - Bring acquisitions onto the PayPal core backbone - Long term savings of 10-15% year over year• Manage budget of $12 million opex and $8 million capex• Lead team of 6 employees to delivery 8 new colo’s, on 4 continents in 12 months• Liaison for PayPal to eBay for overall management of TSA for first 6 months post separation

• Manage a portfolio of 15+ internal groups from across eBay, Inc.• Lead as the single point of contact for the 15+ internal groups with regards to requirements needed from key infrastructure (cloud, network, storage, compute, and data centers).• Collaborate with 3-7 teams per internal customer to create solutions within GPI to solve customer needs.• Responsible for ensuring customer needs are communicated to various GPI product managers, this allows a single voice of the customer to each team product organization to prioritize more effectively.• Continue to build the processes and framework to make this new role successful.

• Led a team of 6 infrastructure engineers in two countries.• Managed implementation of eBay’s first owned production deployment of Open Stack. This allowed for the scaling of both development and production environments without having to provision significant new physical compute, saving both time and money for the business unit. • Ran the transition of key SAAS product from baremetal build to Open Stack Deployment, saving significant operating expense and capital expense. • Partnered with Xerox Managed Services to build out the operational rhythm needed to run new data center deployment. Program had no key leadership focused on the operational details until I took over.

• Managed 2 program managers• Responsible for a portfolio of 30+ projects and programs.• Built an end to end prioritization framework for the business to examine what projects/programs should be taken on, evaluated, or put aside, this would allow senior management the ability to make decisions based on a standardized criteria in a timely fashion

• Managed a portfolio of 50+ projects with a team of 12 project managers, supporting consumer web, platform, business intelligence, internal business systems, and site operations.• Created a task force of senior leaders from Marketing, Product, User Experience and Engineering that was chartered with creating a new process for gathering of product requirements and building roadmaps. • Met weekly with VP of Product and VP of Operations to build a better rapport with Engineering that enabled the organization the ability react faster to changes in priorities.• Oversaw and drove the engineering transition from a homegrown sales tool to SalesForce.com to increase Sales team’s productivity and hit revenue numbers.• Built consistency across the development organization by implementing a defined release schedule.• Implemented a new weekly status update delivered to senior leadership to create better visibility into Engineering initiatives.• Charter member of the Coupons.com Data Privacy committee.

• Managed a team of 6 engineers and architects. Developed a team roadmap to increase visibility into core projects. Helped prioritize and coordinate execution plans.• Member of cross-functional task force that was created to defend against external security intrusions. Built hardware and network infrastructure and reactionary processes to enable immediate response and action to future breeches. • Worked with engineering counterparts to review their system architecture to ensure they were scalable and redundant to best serve both internal and external customers.• Leveraged operational expertise to assist peers with project plan development and risk mitigation and enable them to launch and execute their programs meeting required deliverables.

• Led 3 top programs for cross-company Yahoo!/Microsoft search migration: Network Infrastructure, SLA Monitoring and Reporting, and Load Balancing. All 3 projects were delivered early or on-time to support front-end cutover.• Developed and managed a joint project roadmap in conjunction with Microsoft lead to support the US and International roll-outs of Yahoo! powered by Bing.• As a key member of the Operations Track leadership team was responsible for day to day triaging of issues across the alliance initiative. Goal was to ensure the highest quality service was upheld throughout the transition.

• Developed and executed the transition of the Capex planning and procurement process to the business unit levels.• Program lead for creation and ongoing management of full scale server and storage refresh program; Yahoo!’s Next Generation Network Access systems and Yahoo! Corporate wireless rebuild.• Built business cases in support of Tech programs to ensure priorities mapped to ROI goals.• Program Manager lead for Office of the CTO on engineering cost reduction project. Worked with outside consulting group to evaluate and prioritize opportunities for reductions to support corporate earnings goals. Tracked all deliverables to ensure milestones were met.

• Coordinated operations and budgets for 4 teams with a combined total of 200 employees.• Program managed large scale hardware moves involving data centers.• Managed the Capex planning and budget of $50 million for all of Systems, Tools and Services.• Lead Project Manager for Grid Computing team. Researched and documented requirements to support production processes as they were migrated to run on Hadoop.• Assisted in development of Ops processes to support the running of Hadoop compute clusters.

• Served as Finance and Corporate IT Project Management lead on Yahoo! Search monetization overhaul.• Lead Project Manager on a major worldwide Oracle AR migration project.• Designed finance controls and processes for Order to Cash and Revenue needs for new CRM/Billing system.

• Led the post acquisition migration of HotJob’s AR and Oracle instance into Yahoo! Corporate.• Managed 4 direct reports.

• Provided ad hoc analysis, reporting and sales support to the front office and VP of Finance.• Managed 3 direct reports.