CORPORATE PROFILE: A $6.5B Credit Union with 400 employees.RESPONSIBILITY PROFILE: I reported to the Chief Information Officer and was personally responsible for transforming the IT organization by creating a scalable technology ecosystem and repositioning to drive company growth. I accomplished this by overhauling the engineering processes, improving resource allocation and forecasting, and evaluating internal platforms. Additionally, I created and launched the Architecture Review Board (ARB) to identify and eliminate infrastructure gaps and served on the executive team to direct strategy, program management, software development, and product functions.ACHIEVED IN THIS ROLEVENDOR SELECTION & MANAGEMENT / VENDOR NEGOTIATIONS / PROCESS OPTIMIZATION / CONTRACTS & AGREEMENTS• I established a vendor project lifecycle that assessed and engaged third-party services. I formed an Architecture Review Governing Board for technical standards, assessed proposed solutions, and delivered a central repository for preferred vendors. This transformed vendor engagement, reduced time-to-market, nearly eliminated cost overruns, and improved contract terms.

RESPONSIBILITY PROFILE: I reported to the Chief Information Officer. While in this role, I overhauled IT delivery, including managing/scaling/training the team, building a product management office, rolling out a new product framework, and working with the ELT.ACHIEVED IN THIS ROLETEAM DEVELOPMENT / IT TURNAROUND / CULTURAL TRANSFORMATION / PROGRAM LEADERSHIP / BUSINESS/TECHNOLOGY PARTNERSHIP• IT failed to meet expectations, causing disconnects. Over 6 months, I assessed staff abilities, liaised with stakeholders, scoped engineering MVPs, and negotiated deliverables. The Product Management and Agile PMO were established with new job descriptions and significantly scaled teams. This high-performing team achieved efficiency and became drivers of innovation. Due to these successes, I was promoted to VP, Product & Engineering.STRATEGIC PLANNING / SERVICE OPTIMIZATION / BUSINESS/TECHNOLOGY PARTNERSHIP• Previous attempts at achieving IT / Business alignment failed, requiring better strategic planning. I evaluated current projects/resources and conducted interviews to gather needs. Afterward, I launched portfolio management frameworks, standardized planning processes, and implemented Agile/predictive IT delivery. These actions increased IT delivery capacity while expanding collaboration and communication between IT and Business.

CORPORATE PROFILE: A $4M eCommerce company with 60 employees.RESPONSIBILITY PROFILE: I reported to the CEO with 50 on/offshore employees and revitalized IT infrastructure and data-driven decision-making while scaling the digital marketplace. Furthermore, I supported HR, Marketing, Sales, and Finance while strategizing and implementing global information systems, program management, and software delivery. I also integrated and led Agile development practices, reengineered offerings, spearheaded continuous improvement, established the Customer Experience function, and partnered with the CEO on investor presentations.ACHIEVED IN THIS ROLEERP IMPLEMENTATION / LEGACY OPTIMIZATION• As the company entered series B funding, I determined Sales needed a CRM to elevate performance and was using legacy spreadsheets. I assessed 10 stakeholder needs and collaborated with all functional areas to optimize value. In 6 weeks and with a limited budget, I identified, configured, and launched a CRM integrated into phone and email systems. This MVP provided teams with foundational workflows and analytics that increased opportunities and closed agreements.ECOMMERCE DEVELOPMENT / PRODUCT INNOVATION / PROTOTYPE DEVELOPMENT• After an initial platform release, the expectation was market share capture, but competitive organizations were taking it, frustrating the BoD. To resolve this, I collaborated with the CEO, functional leaders, and customers to identify gaps. Then, I designed POCs with forecasted ROI, presented to the Board, and led technical for beta product delivery. Within three months, the beta was released and became the foundation for future product expansion, fueling a subsequent acquisition.

CORPORATE PROFILE: A $18B Human Resources & Payroll company with ~63,000 employees.RESPONSIBILITY PROFILE: I reported to the CEO of ADP R&D with ~30 employees and was responsible for supporting ADP's human capital management (HCM) technologies and services re-inventions. I steered policy development, evaluated needs to identify improvement opportunities, developed custom automation tools and dashboards, and collaborated with engineering teams to improve efficiency. In addition, I established Agile and DevOps best practices and continuous improvement cultures while championing enterprise portfolio management standards.ACHIEVED IN THIS ROLEPROJECT LEADERSHIP / TEAM BUILDING / EMPLOYEE ENGAGEMENT / CULTURAL TRANSFORMATION / REORGANIZATION• The organization required standardized best practices for 30 development teams to align platform deliveries. I was entrusted by the CEO to evangelize Scrum and transform cultures. While navigating heavy resistance, I interviewed and assessed PMs, coalesced teams to improve performance, and instituted mentoring. The teams united around the mission, accepted project lifecycles on Scrum, and launched numerous standardized processes with data tracking, achieving continuous improvement and growth.

CORPORATE PROFILE: A $24B Retail corporation with 94,000 employees.RESPONSIBILITY PROFILE: I reported to the Vice President, IT, with 60 employees and 5 direct. I aligned our technology organization with the lifecycles of the Private Brands division (3K staff) while leading application development, project management, business intelligence, and the IT service desk. I also implemented financial management practices and negotiated vendor contracts. To transform an underperforming technology organization, I introduced Agile methodologies and established a PMO to enhance operations, streamline processes, and boost customer experience.ACHIEVED IN THIS ROLEIT TURNAROUND / HIPO TALENT IDENTIFICATION / RECRUITING / TRAINING & DEVELOPMENT• The Service Desk team lacked the necessary skillsets and motivation, resulting in performance issues. I was tasked by the Vice President of IT to assess the situation and restore order. To accomplish this, I developed performance metrics, launched an ITSM platform, installed ITIL/Kanban practices, introduced analytics, and hired new qualified leadership. This strategy became a Best Practice and achieved incident management SLAs, improving feedback and transparency.BUSINESS INTELLIGENCE / TEAM COACHING / EMPLOYEE ENGAGEMENT / MENTORING / TRAINING & DEVELOPMENT• Division BI performance was declining, preventing data-driven decision-making. Being entrusted by the Vice President of IT to lead a transformation, I interviewed ~100 stakeholders to assess capabilities, discovering significant skill gaps. I led collaboration sessions to identify opportunities, implement Agile, foster cross-training, and install analytical tools. After 6 months, the staff received numerous leadership promotions, increased autonomy and engagement, and generated impactful insights.

CORPORATE PROFILE: A $30M Digital Marketing company with 400 employees.RESPONSIBILITY PROFILE: I reported to the Chief People Officer with 30 employees and 4 direct. In this role, I developed the ground-up technology stack, optimized core function strategies, rationalized the application portfolio, cultivated vendor relationships, and renegotiated contracts. I also established the PMO, Product Management function, Agile development framework, Engineering organization, and Service Desk. Finally, I migrated outsourced technology services to in-house, created the capabilities for new products, and led M&A IT integrations.ACHIEVED IN THIS ROLESYSTEMS INTEGRATION / BUSINESS TRANSFORMATION / NATIONAL EXPANSION / VENDOR MANAGEMENT / CONTRACTS & AGREEMENTS / SELECTION & NEGOTIATION• The company sought to build connected offices after growth via acquisitions and capital investments. I was charged by the CEO to select and execute technology, facilities, security, and workstation contracts. Under stringent budgets, I organized a tiger team, connected with six executives and onsite office leadership, aligned development with the vision, and led negotiations. These efforts expanded the New York main office and launched 3 national offices in Chicago, New Orleans, and Seattle, achieving deadlines and facilitating later acquisition.EMPLOYEE ENGAGEMENT / MENTORING & COACHING / HIPO TALENT IDENTIFICATION / TRAINING & DEVELOPMENT• I was approached by the COO to mentor a young professional and match them with an internal role. In tandem with the software development organization build, I cultivated a relationship by evaluating experience, interests, and goals. With this, I created an intern position and trained them on development, product and project management, and QA. Upon success in project-focused tasks, the mentee was promoted to Project Coordinator.

Recruited to build and lead a high-performing team in delivering an internal content management system for the R&D department. Defined the product vision and roadmap, driving the successful implementation of the system.Demonstrated expertise in overseeing the development of a custom HRIS (Human Resources Information System), ensuring its alignment with organizational objectives and seamless integration into existing processes.Known for delivering results through effective project management, fostering collaboration, and leveraging innovative technologies. Passionate about driving transformative solutions and optimizing internal operations.

Managed IT programs and leading departmental initiatives to build and maintain robust business support systems. Successfully led the implementation of Scrum methodology across the entire IT department, fostering a culture of agility and continuous improvement.Recognized for delivering results through effective project management, stakeholder engagement, and cross-functional collaboration. Passionate about leveraging innovative technologies and best practices to drive efficiency, enhance productivity, and align IT initiatives with organizational goals.

Consultant leading database projects and managing resources for the systems support team.

Consultant managing enterprise-wide IT initiatives.