• Third-party Infrastructure Program: Spearheaded the implementation of a third-party vendor application, incorporating AI model validation, to support the transportation of 17,000 employees in India, ensuring secure access to services for corporate staffing needs.• Transformation Programs: Led a $17.5M program to transition 20,000 employees in India back to the office using hybrid approaches aligned with COVID-19 protocols.• Organizational Change Management: Designed and executed a program to transition 5,000 international technical and operational resources into a shared pool, optimizing agile, waterfall, and hybrid methodologies across global banking services.• System Transformation: Led the implementation of a new project cost application across 17,000 employee-driven projects, improving variance management and forecasting capabilities.• Risk & Financial Management: Effectively identified and mitigated risks, ensuring program status remained green while managing multi-year, multi-million-dollar projects within budget.• People Management: Oversaw administrative, technical, and testing teams, providing leadership throughout the lifecycle of programs and sub-projects.

Working with Bank of America on global transformational projects to create a shared services organization to reduce bank costs and protect intellectual property.

Delivered continuous system and process availability managing an international team with a multi-million dollar annual budget• Transformation Projects: OCM efforts for the divestiture of major business unit functional area. Drove agreement on common vision for change with executive leadership to insure understanding of the vision and business case. Including requirements and goal assessment from multiple executive stakeholders through project planning and execution, communications at executive and worker levels and initiation of training efforts. These impacted over 600 IT systems and the employees and business process changes. This resulted in the on-time spin-off of the units and the streamlined processes from the reduction of IT systems into a shared-services model of 125 systems. Measured success and short comings of both macro and micro projects.• Strategic Development: align team’s goals to those of the larger organization and corporation through effective annual planning, individual and team goal setting, accomplishment tracking, key performance indicators, scorecard development and tracking. Serve as liaison between organizations, shareholders, and outside organizations. Develop of 1, 3 and 5 year business and IT roadmaps, annual funding and fulfillment planning:• Demand Management: receive and plan incoming change requests annually ensuring resource availability, partner commitments and asset development for SAP instance• Project Portfolio Management: manage corporate projects covering a wide spectrum of initiatives form business process to IT changes• Release Management: using an Agile approach, move-to-production planning of changes annual including test script development, SIT and UAT management• Business Procedures: updates to business procedures through corporate records management to ensure communications, training and publications of documents align with the operating model

• Financial Management: direct the annual planning and monthly transactions of $4 million annual budget for 65 employees with less than a 2% variance. Master skill set for budgeting, Statement of Work development, purchase order management, run rate and head count management • People Management: retained top talent year over year through organizational development and planning, employee annual reviews, talent management, employee recognition and annual curriculum development• Communications: develop and present executive level communications to ensure employees and stakeholders are informed of current issues, milestones and deliverables.

Mercury Interactive (acquired by Hewlett-Packard in February 2007) Project Management Office Manager, North & South America Responsible for the day to day delivery and long term goals of the Project Management Office in the Americas. • Development: set standards for project management: documentation, delivery by using a PM tool kit that included structured work break down structures, reporting tools, communication plans while staying abreast of current technologies• Governance: ensured project management standards are followed and projects are delivered to budget, schedule and scope ensuring a cost-benefit realization• Management: gathered project data and production of information for management review by monitoring project milestones and deliverables• Coaching: guidance to team and project managers during project delivery ensuring adherence to quality standards

Non-profit organization which helps individuals with blemished criminal records and employers willing to focus on applicant's skills, and not their past, come together.

Direct a team of 15 developers to deliver interfaces to existing applications as part of a $54 million dollar software upgrade project.• Team Development: directed activities of personnel, maintained the entire team of 15 contract developers and was able to promote three to full time positions• Project Governance: managed project execution to ensure adherence to budget, schedule, plan, and scope• Deliverable Quality: implemented testing tools, processes and developed methods to determine product quality and release readiness. We maintained business continuity during go-live periods with minimal critical hot-fixes

• Client Interactions: directed the implication Document Management, Engineering Management, Personnel Data Qualifications implementations for various clients• Clients included: American Electric Power, Columbus, Ohio; Ministry of Defense, United Kingdom; Magnox Nuclear Power, United Kingdom; Tokyo Electric Power, Tokyo Japan

• Work Flow Management: implemented Indus PassPort Document Management, Work Management, Engineering Management and Personnel Qualification modules reducing the IT footprint, improving work inefficiencies, reducing costs and ensuring compliance with DOE regulations• Worker Qualifications: developed and implemented the first worker qualification (QualCard) program in the weapons complex which became the model for the entire complex. This insures workers were trained to work in nuclear facilities in a safe and repeatable manner. • Technical Library: managed the technical library and personnel, including supervision of system engineers, technical librarians, technical writers and clerks.

Developed curriculum for Occupational Safety and Health Administration, Hazardous Communication: Material Safety Data Sheet (52 FR 31852; August 24, 1987) college level course.

Specialty roofing and wall panel company including copper, painted steel, rubber. Project designs: -Methodist Medical Center - Dallas, Texas-St. Luke's Medical Tower - Dallas, Texas-Galleria Office Tower Three - Dallas, Texas-Three Rivers Prison - Three Rivers, Texas-Barnett Tower - St. Petersburg, Florida-University of Central Florida - Field house-University of Maryland - School of Business-University of Texas - Field house-Riverfront Plaza - Richmond, Virginia-Fairview Park Tower - Falls Church, Virginia-Albuquerque Plaza - Albuquerque, New Mexico-One Franklin Square - Washington, D.C.