Responsible for partner channel development and alliances build-out for joint GTM that include Workfront, Aprimo, and Accruent solutions for Capgemini North America.

Led decentralized web application focused Agile teams that delivered client side e-Commerce solutions.

Plan, Implement & Control eCommerce application projects in European markets for Mary Kay. Lead decentralized development and analytic teams headquartered in Moscow (RU), Simferopol (UA), and Dallas. Provide oversight to the change management team and develop phased deployment strategies to help the business leverage eCommerce capabilities with relevant metric reporting.

Program Planning & PMO Consultant to Honeywell Aerospace in support of NASA Orion Crew Exploration Vehicle delivery. Member of planning team responsible for timely completion of hardware and software client deliverables that meet contractual compliancy for $57M.

As a member of Lewis & Fowler external consulting team to provide Project Planning and Controls oversight expertise.

Founded Phoenix PMI Chapter ToastMasters group "ProjectMasters" as a forum for Project Managers to increase their communications ability, strength, and confidence.

I managed a 6 month Agile-based web portal content delivery at Wolters Kluwer (a healthcare physician data provider) that allowed doctors to purchase a subscription to this portal and intelligently mined data for them using Oracle 10g as the backend for their Data Factory Transformation Warehouse. $2.3M budget, 23 team members, off-shore testing model, near-shore development model.

I co-managed the eCommerce cutover from US Airways to America West during their merger. The on-line retail experience of the end-user purchasing an airline ticket needed to be a seamless experience. For us, it meant extensive UI coding, XML API calls to multiple legacy systems, and integration to Oracle Financials for purchase confirmations. By nature of an airline industry, the launch was global (not regional) and required the management of remote resources and the compilation of remotely generated code.The core of my BI experience comes from Informatica DataStage using their ETL processes to extract US Airways’ Oracle application and database storage points and other acquired databases from America West to mine and extract data for targeted marketing. The project was relatively complication-free given that Informatica uses MS SQL Servers data integration platform and SQL Server to build the OLAP cubes needed to extract and massage the data. Once the data was extracted and scrubbed from its siloed origins (there were many) it was viewed through SharePoint. From a PM perspective, it was important to define up front the data sources, what data needed to be mined, how/where it would be staged and ultimately stored, and how it would be viewed – and of course to ensure the appropriate hardware was available, dedicated, and tested.

PeopleSoft 8.47 Project Migration Manager. Led PeopleSoft v8.8 module implementations for HR, T&L, and eBenefits across HR and Call Center (v8.47) for 10,000+ newly combined AT&T and SBC employees.  PeopleTools CRM upgrade to modify and extend the AT&T HelpDesk agent’s view of customer’s billing history using modifications to the existing SDK Java APIs pinging IBM Websphere on SBC Integration Servers. Waterfall SDLC used, primary team of 8, secondary team of 12, $73K budget PeopleTools CRM high complexity API modification project known as “Get Case” and “Get Dial” to change integration brokers API call. Responsible for all facets of requirements definition, process analysis, gap resolution, testing, training, and cutover. Waterfall SDLC methodology utilized with 12 month scheduled project implementation, a primary team of 18, secondary team of 26 and budget of 285K. Dual Mode Handset service which enables consumers to converge their mobile and residential devices by integrating wireless networks (GSM, GPRS, EDGE) and the user’s in-home broadband network. Unified Research & Design methodology utilized w/ partial Rapid Deployment, 1.5 year project rollout, primary team of 32 and budget of $1.8M.

Project required supervision of 8 concurrent sub-projects totaling $2.2M in signed service orders such as the identification, rollout and upgrade of 400 NT servers to PDC (primary domains) during the Win03 conversion and design criteria for security protocols against root servers/domains for web architecture. Managed project from initiation through production implementation of the solution and negotiated all project commitments between matrixed client base of IBM and American Express. Two year rollout strategy, a primary team of 22 and budget of $2.2M.

Founded "ProjectMasters", a PMI member driven Toastmasters public speaking group.

Implementation of Nortel switches, and the Aspect multi-media contact center sitting on CRM packages of either Siebel, SalesLogix, or Onyx

Responsible for the development of sales training materials for CRM packaged solution SalesLogix

US Embassy