Being part of transformations has become a continuous theme across my career and at the Estee Lauder Companies, his trend has continued. As the Technology Leader for our Global Shared Services organization and our Legal function with more than 2,000 FTE’s, I am responsible and accountable for all aspects of technology ranging from end-user computing, site infrastructure and networking, platforms like Salesforce, and the development of innovations and mobile applications. Ensuring that core technologies are leveraged to their fullest potential and are operating without fail is the main component of my responsibilities requiring me to engage and mobilize the support of the entire IT organization. The other critical role I play in both these organizations is partnering to define robust technology strategies and capabilities that are required today and, in the future, to digitize and enable each of these functions’ strategic objectives.Additionally, I have established the Intelligent Automation CoE building it from scratch to eliminate manual work and elevate our employees to do more strategic and inspiring work. Over the last two years, we have now deployed more than 80 Bots with a pipeline of another 100+ which has already delivered 150K hour productivity and we are on track to deliver a total of 400K in the next year.

IT Governance is becoming a more critical component of managing the ever increasing complexity of IT capabilities which requires an elevated and disciplined approach to managing all IT assets across an enterprise. In this role my responsibilities include the end-to-end discovery, inventory, and governance of all hardware, software, applications, licenses, and sensitive data across the enterprise including those managed by IT and those deployed and managed outside of IT. This responsibility covers more than 900K devices, 15K applications, and multi-millions of dollars in license agreements and includes the deployment and monitoring adherence to a life-cycle framework for how to manage applications across stewardship, information and cyber security, compliance, legal, and management requirements used by more than 3K asset owners and managers.In addition to this responsibility I also lead a team of 25 internal thought leaders for the Application and Integration Skill Development Discipline which is designed to raise the bar of IT Proficiency for our 2K IT Professionals. The discipline covers the areas of Application Life-cycle Management [which includes requirements management, application design, application development, testing, release and deployment], User Experience [which includes User Research and User Experience Design], Application Integration [which includes Integration Master Planning and Modern Integration Design], and Application Governance which includes application cost management. It is our goal to to have the entire IT Function proficient and skilled based on the roles they play to drive innovation, operational excellence, and to deliver breakthrough capabilities for the company.

I led an enterprise-wide transformation project to establish an application management strategy and governance model. In this role, I manage a cross-functional team of 450 and control a multimillion-dollar budget. My challenge is to improve the visibility and security of 10,000+ applications installed on more than 150,000 devices in 180 countries. Successes include creating a clear and universal governance framework that consolidated 40 silos into 6 universal steps, streamlining the risk management process, and automating the process of discovering/tracking applications across more than 500 sites around the world.

I was appointed to turn around one of the company’s most important IT shared services (videoconferencing). The group had struggled to keep up with growth and, while travel savings had been made, there were opportunities to do much more. In this role, I led a team of 250 service professionals delivering global call center support, engineering and technical support, onsite facilitation, and service operations. I was accountable for 350 units across 100+ sites servicing more than 80,000 employees. I managed a $20M annual budget and coordinated 6 different external vendors, completely transforming the way they operated in order to improve service and efficiency.During my tenure, we grew the service from 82 units to 350 while radically transforming the delivery model and dramatically improving all key metrics. We also cut the corporate travel budget by 25% (well over $100M) by driving the use of high-fidelity videoconferencing throughout the organization. In addition, I negotiated a multi-year +40M dollar contract, delivering $5M in incremental services at no additional cost to P&G. As a result of these successes, I received the Global Business Services President Award for the North America Excellence Awards.

In 2008, I was given the exciting opportunity to redesign and rebuild the company’s IT innovation center. The CIO felt the center needed to drive genuine IT engagement throughout the organization and tasked me with researching possibilities and developing an entirely new approach.After conducting extensive industry benchmarking, my team and I transformed the existing center into an exciting and creative 3,000 sq. ft. space with a clear value proposition. The re-envisioned center includes 10 “world-of-the-consumer” rooms, a state-of-the-art usability lab, and an immersive executive experience, and has become a key driver of innovation for other areas of the business.Key contributions were a) devising an innovative co-investment model that attracted funding from partners such as Sprint, Verizon, AT&T, Microsoft, HP, and Accenture, thus saving hundreds of thousands of dollars, and b) developing an entirely new, customer-centered innovation methodology that identified breakthrough opportunities for IT to add tangible business value.

I was charged with leading the development of an FDA-mandated signal detection program for the pharmaceutical business, and completing the new program within just one year. I led a cross-functional team of 12 internal thought leaders to develop the policy, procedures and complex analytical tools to ensure compliance, thereby protecting the company’s license to market and deploy drugs, a business with an annual revenue of over $1B.

In this position, I saved over $1M per year by transitioning P&G to partner-led clinical trial data management in line with industry standards, eliminating the need to maintain such data in-house. I also improved the effectiveness and productivity of safety analysts by building an internal data warehouse along with standardized query templates and reports.