I lead infrastructure transformation projects of varying sizes, managing 5-15+ engagements simultaneously. I regularly meet with C-levels and IT data center stakeholders, assessing project scopes and implementation plans. As an individual contributor, I enjoy collaborating with internal cross-functional stakeholders, including sales executives, project managers, system architects, engineers, and product leaders. In addition to developing and monitoring processes, my role includes establishing procedures and timelines for project completion. I also manage predefined labor budgets, tracking milestones and preparing progress reports as well as presentations.ACHIEVEMENTSEnsured success of multi-million dollar deployments and integrations, developing complex, full lifecycle implementation plans.➟➟Managed day-to-day oversight for high risk infrastructure modernizations, taking responsibility for architectural design, staffing budgets, vendor management, and final hand-off. ➟➟Orchestrated large engagement for financial services firm (FIS) across 6 data centers; recommended establishment of PMO for upgrade management and ITIL service definitions to support hyperconverged environment.➟➟Created workplan for unstructured data modernization and technology refresh that improved communication among teams, yielding maximum transparency with fewer field defects and higher levels of customer satisfaction.➟➟Established program governance and created project management guides, standardizing processes for greater efficiency; deployment framework with new workbooks led to significant performance improvements.➟➟Contributed to development of new software and service offerings, sharing data with product management and engineering; gathered valuable feedback from business and technical customers.➟➟Held various roles at Dell within both EMC and VCE Converged Platform divisions, transitioning back and forth between groups as organizational priorities shifted.

I was invited aboard initially as contractor by a former colleague to standardize services and build out a Capability Maturity Model (CMM). I then became a full time employee, reporting to the VP of Technology. During this time period, I identified improvements related to compliance, communications, and IT Risk programs. I also assessed audit response and disaster recovery (DR) procedures, mapping out new methods and developing supporting documentation. My role included reorganizing and optimizing the Project Management Office (PMO) to address project demand and IT audit response requirements. In addition, I led a direct staff and held budget accountability.ACHIEVEMENTSSuccessfully deployed two Tier-1 mission critical disaster recovery environments for management of vital technology infrastructure; improved upon processes for restoration and business continuity. ➟➟Developed Audit Response Program that addressed 11 projects and two operational activities; identified best practices, fostering continuous improvement within IT governance framework.➟➟Created 3-year strategic plan that included new technology services group; recommended strategy to repurpose technical writers for development of internal web portal resulting in optimized staff utilization. ➟➟Improved communication between software development and infrastructure teams; brought previously siloed groups together, encouraging a cohesive and cooperative atmosphere with increased productivity.

In this role at EMC before the company was rolled into Dell, I managed delivery of consulting services for engagements across core and newly emerging technologies. My role involved the development of project implementation plan. I met with clients to articulate the role of EMC in providing installation of designed solution and was able to build outstanding business relationships. I had the opportunity to coordinate activities with partner and client resources, acting as the primary interface to customers, vendors, and internal personnel associated with engagement. In addition, I regularly led teams of project managers on an assigned basis.

As a client facing consultant, I held responsibility for Dimension Data Storage Area Networking and Cisco IP Telephony engagements. In this role, I maintained schedules at the key milestone level, providing regular progress reports to leadership. During my early career, I was the Principal Consultant for ObjeX Corporation and provided consulting to multiple customers including Monsanto, Cereon Genomics, G.D. Searle, MicroAge, and others. I implemented change management software and CRM solution, conducted Salesforce automations, and managed several SAP upgrades. I also took charge of complex data center migrations and infrastructure upgrades. ACHIEVEMENTSSteered complex infrastructure overhaul that saved Monsanto $17M in annual expenses; partnered with finance to document Net Present Value (NPV) and determine return on investment (ROI) for upgrade that included telephony.➟➟Screened and hired independent contractors to support data center relocations; met with C-level executives and department managers to ensure smooth transitions and maintain business continuity during transitions.