As the Head of the Technical Product Management team at Dollar General, I steer a skilled team of Product Managers and Product Owners. Our key role is to bridge the gap between technology and business strategies, unlocking significant business value. We have mapped out a multi-year technology strategy and are currently implementing it with diligence and expertise.

• Responsible for defining the roadmap and prioritizing across 20+ Store and Health and Wellness products• Led team of Product Managers supporting 7 markets, 23 countries, 550K associates across a $100B business • Coached team on product mindset, leading with the problem in mind and defining key success criteria• Proposed and executed pilot of WorkBoard’s OKR management tool across all International Technology to further outcome mindset within the organization • Part of the Covid leadership task force, supporting Covid-19 across the world. Led the team that built an appointment scheduler in 4 months record time to make it easy for customers to see openings and book their own Covid testing appointment during the pandemic

Responsible for the International Technology Portfolio key accomplishments include • Established Monthly Portfolio Reviews with Executive Leadership to review the Technology Portfolio• Coordinated across 20+ teams to consistently collect and share key updates with International Market Leadership and Executive Leadership• Developed new ways of working and dashboard creation which led to great transparency of the Technology Portfolio • Worked closely with stakeholders across markets to establish best practices and stand-up enterprise tools

Led a cross functional team responsible for Your Store at Kohl’s. Your Store is a test lab which encompasses changes to a set of Kohl’s stores called “learning labs”. The initiatives both big and small are designed in such a way to innovate upon and using the data to define the future store. For each initiative we understood the expected results (increase in sales, SG&A savings, etc) and prioritized, adjusted and scaled based upon the outcomes.

• Oversees a team responsible for strategic technology solutions supporting Marketing, Data Science and Analytics and Omnichannel Experience for a 19B retailer.• Manages a team of 6 Strategy Managers and Strategy Analysts throughout the strategic portfolio planning process.• Builds and presents new strategies to leadership.• Maintains strong relationships with business partners to collaboratively develop valued solutions leveraging technology. • Provides input and oversight to the budgeting process for a significant Capital portfolio.• First point of contact for multiple business units for any technology needs.• Manages vendor contractual negotiations serving as the main point of contact for Kohl’s vendors throughout the planning process. • Works collaboratively to build portfolio roadmaps based upon resource availability, dependencies and business needs.

Project Lead – Quality Assurance Center of Excellence (QCoE)September 2012 – PresentHandpicked as a key management resource for the design and implementation of a Quality Assurance Center of Excellence. Accomplishments were the design and creation of multichannel communication vehicles (website,knowledge guide, etc), creation of the training plan and implementing that plan for 700 employees, identified the incoming demand and forecast of work for the department, and executed workshops across 10 internal IT lines of business.• Coordinated process workshops and training across multiple lines of business for 700 employees.• Developed a process defining Service Delivery engagement with the QCoE.• Implemented a Service Request process to manage incoming requests and measure key metrics.• Managed construction of two internal sites. Worked across departments to collect content for the sites.Team Lead - Merchandising and Product DevelopmentJuly 2011 –September 2012Managed the day to day operations for the Merchandise Inventory Management and Product Development applications.Foster increased team interaction between development and support resulting in decreased project rework and increased supportability. Negotiate with infrastructure and support teams to ensure best practice implementation and adoption. Team includes 7 permanent employees and 11 3rd party contractors in an onsite and offshore model.• Managed the incident process to reduce the number of incidents in 2011 by 25%• Created and executed a cross training plan to increase application knowledge across the team resulting in higher employee satisfaction.• Championed best practices such as the use of monitoring and configuration tools such as OEM and CMDB resulting in decreased mean time to resolve incidents.• Coach the team in refining processes to be more efficient in high incident resolution.• Supported turnover of new functionality from Development to Service Delivery.

Acted in a dual role for an analytic relationship application. Development team consisted of 6 team members. Delivery team consisted of 5 team members. Development responsibilities included analyzing financial industry trends and changes to develop new product offerings. Provided input into the design and product development process. Collaborated with the leadership of integrated applications to ensure high quality functionality.Service delivery responsibilities included incident/problem analysis, client and internal leadership communication, and resolution, change deployment and certification, application performance, application operations management, and development support.Directed collaborative efforts to standardize processes and document procedures.Provided training to increase end-to-end product knowledge and increase product awareness.Assisted Quality Assurance team in designing an end-to-end test suite.Created and managed execution of a remediation strategy which increased client confidence and trust, reduced expense by 1.5 full time employees and reduced operational risk by increasing stability and control.Revised support processes to reduce issue resolution timeframes resulting in a reduction of incident resolution average time by 30%.Established 2 key reports to monitor incidents and track incident resolution times.Gained accountability across suppliers resulting in the formation of a core team of 15 individuals to better manage Product Development and Service Delivery functions.

Responsible for assisting internal and external clients converting to a new system including system design, testing, training and system implementation.Metavante Insight, Metavante Insight Deposit Origination and Relationship Value Management Conversion AnalystManage multiple areas (CSF, Remotes, BankerInsight, Deposits, BIC - reporting, Product set up, Consulting etc) to implement projects. Escalation point for clients. Created processes and procedures for RVM application. Strong ability to build strategy and translate into actionable objectives. Facilitated multiple customer demonstrations to senior management.Assists sales team with potential customer presentations.Conduct investigative interviews with customers to analyze their needs to help choose Metavante products that will work the best for their business.Developed scope requirements for system enhancements and new checking account solution with the development team.Consult with customers on their present requirements and anticipated their future needs.Train and mentor employees.Attended on-site customer meetings.

Extensive project management skills used to keep projects on track.Knowledge of banking industry helped in working with bank employees.Identified software customization and worked on software installation.Completed Software Definition, Software Review, Training, and Readiness Review for all customers. Provided onsite support during conversion.Effectively resolved and tracked customer issues as they occurred.

Helped customers start prepaid debit card programs. Problem solved transaction issues daily. Worked on multiple projects and multiple customers. Efficiently met deadlines assigned.