As part of the IT department within Asset Management, The mission of the PMO (Portfolio Management Office) is a back office unit which provides the senior management team and delivery team leads with the information and tools to run the organization efficiently and effectively in conjunction with yearly goals. Responsibilities include implementing a Reporting & Metrics enterprise system which aggregates & provides visibility on all operational aspects, optimizing best practices and processes across the department, defining resource management strategies, measuring the effectiveness of the organization and providing solutions to fix weaknesses.Key Results: In 2015, became Product Lead on our Initiative and Workforce planning suite which tracks yearly & multiyear initiatives while supporting an IT budget of $356 million dollars & over 2,100 employees worldwide Successfully built and continue to manage the internal IT Planning Suite system deliverables, backlog & multi-year roadmap based on multiple customer engagement & requirements Effectively create and provide workforce analytics of over 2,100 IT resources, both onshore & offshore, to HR & Senior Management in order to make resources planning decisions Implemented internal operations / IT strategy processes for Professional Services Tracking & created an Pre-HR hiring application to streamline the requisition & onboarding process Continue to build out a IT reporting platform that aggregates data within the Enterprise to provide internal customers with data and tools necessary to perform their day to day duties Scrum Master of an Agile co-located (North Carolina, New England, India) diverse team (Architects, developers, QA) while continuing to build internal business systems on a $5.4 million dollar budget Successfully planned and supported a IT budget of $392.2 million dollars for 2014 as well as decreasing the following year by more than 7%

Within the PMO, promote a healthy portfolio by utilizing Product Model, Agile principles, and enterprise tools enabling CTG to deliver value to our business customers. Develop consistent and efficient processes to ensure quality data is available for portfolio analysis, reporting and effective decision making.Key Results: Plays a key role in managing the Finance, Procurement, Accounting and Information Technology (FPAIT) portfolio for the firm with a $50.4 million dollar budget for 2011 Successfully communicate several system upgrade releases to CTG along with delivering documentation and training for project creation and status reporting For 2012 budget season, created budget request structures for products & projects with multiple work types allowing products managers to more easily maintain their P&L throughout the year Implemented a new “on budget” measure (Authorized Spend vs Estimate at Completion) which assisted CTG’s senior management to make sound financial choices for their larger projects and/or programs Compile monthly data points and distributed presentations (dashboards) for 13 FPAIT products and large projects to senior executives for review Execute headcount analysis through the year that sourced MYP (Multiple year plan) taking into consideration full time (FTEs), professional services, leave of absences, India and Ireland resources

As a member of the Service and Program Management (SPM) portfolio, assisted with managing 8 portfolios that provided IT services firm wide. SPM worked horizontally across these portfolios to support resource planning, service model structure and govern all processes within Enterprise Infrastructure. Key Results: Developed, improved and managed Funding Governance processes for IT requisitions larger than $25,000 Liaison between Product Managers, India team and Finance during Funding Governance process  Conducted and executed the 2011 Labor Study (US, India and Ireland) which assists allocating Enterprise Infrastructure $693.6 million dollar budget across 61 different services Assisted the communication director with sending over 200 communications to more than 145,000 employees and led a time tracking initiative, increasing compliance from 77% to above 90% Facilitated weekly status meetings with India team in which action items were reviewed and possible process improvements were discussed to ensure Service Level Agreements (SLAs) were met

Participated in a structured six month training program designed to provide a strong knowledge of all aspects of the business, as well as the industry overall. Completed a three month rotation of classroom training and three months of hands on training to prepare for an analyst position upon completion of the program