I am honored and humbled to serve as the Councilwoman for District 3 representing the residents of Sandy Springs, Georgia's 7th largest city with a population of 109,000. My focus areas are Public Safety, Neighborhood Preservation, and Resident Communication/Transparency.

Kyndryl is an independent company from IBM effective November 3, 2021; current role is the same role/position that was held with IBM. Leading a different strategic account effective February 2022.Successful and seamless delivery of infrastructure and data center services ($130M Revenue) for major US financial services company providing investor communications and technology-driven solutions. Revenue and cost management, Relationship management, Service Level Agreement management, account management (Incident, Problem, and Change), audit and compliance readiness, management of primary and back-up data center facilities, back-up and disaster recovery services, 3rd party vendor management, quality/continuous improvement initiatives, support clients, maintain client satisfaction. Large distributed server/storage/DB-MW footprint including mainframe and network services. Global Support 500+ FTEs (India, USA, Argentina, Cost Rica) plus management of large a Network Services provider.

Successful and seamless delivery of infrastructure and data center services ($100M Revenue) for major US financial services company in the secondary mortgage market. Large distributed server footprint including network services and small mainframe, USA-based support ~290 FTEs plus management of large Network Services provider.

IBM Retired Executive as of September 1, 2021 with the movement of my position to Kyndryl.Responsible for delivery of infrastructure and data center services ($96M Revenue) for a large financial services company in the secondary mortgage market. Scope includes revenue and cost management, Service Level Agreement management, client satisfaction, account management (Incident, Problem, and Change), audit and compliance readiness, management of primary and back-up data center facilities, back-up and disaster recovery services, 3rd party vendor management, quality/ continuous improvement initiatives, and client relationship management. Large distributed server footprint including network services and small mainframe, support is US-based ~290 FTEs plus management of a large Network Services provider.

Led the organization that delivers Strategic Outsourcing services to clients in the US Industrial Sector ($1B portfolio). Support was across 27 countries with 4329 FTEs to deliver quality service with 595 employees in reporting chain (US and India). Leveraging my Agile Leadership, I worked to transform how my Sector worked—both internally and with our clients—with focus areas of margin improvement and increased client satisfaction.

June 2015 – Sept 2016 Agile@GTS Leader / Americas PMO Manager (16 months) Led adoption of Agile methodology across GTS to transform the 100K+ org into an Agile organization. Defined Agile education roadmaps; defined agile skills and baseline of current skills; assisted with creation of Agile Champion Program; led roll-out of Agile education globally that included creating trainers to deliver the education; performed as main trainer for Agile Leadership & Strategy course. Also provided people management and Project/Program Management Thought Leadership for a small group of Project Managers.Nov 2012 - June 2015 Network Domain Manager / Americas PMO Manager (32 months) First Line Manager responsibilities for 26 global Network Architects, Consultants, and Project Managers across seven countries. Responsible for managing human resource aspects of the Team; ensuring that the Team is staffed on projects and targeted recovery thresholds are achieved. Participated on weekend On-Call rotations to provide leadership to Account Teams facing critical situations; ensured that the right resources are engaged and normal operations are restored as quickly and efficiently as possible. June 2011 - Oct 2012 (17 months) Project Manager for the development of a global, standard, best-of-breed transformation strategy and solution to move customer workloads into Virtual Server Offering (VSO) and Cloud environments leveraging existing assets from 5 different IBM groups. The project was complex technically (7 technical workstreams), involved 9 stakeholder groups, had up to 151 head count, multiple time zones, and rapidly changed/evolved over the aggressive time line. Sept 2010 - July 2011 (11 months) Project Manager for the first version of the Virtual Server Offering (VSO) for Server Management Services; this was a Wintel Offering. Also performed in the role of Deployment Project Manager for the Server Management Services v2.0 of the Offering to strategic outsourcing customers.

June 2006 – Aug 2010 (51 months) Program Manager -- continued running programs at SunTrust Bank into March 2008 and then spent 24 months at the Federal Reserve Bank helping them setup and manage a program to update their check processing platform. The last programs that I setup and managed for an external client while part of IBM Global Business Services (GBS) was for TIAA-CREF to assist with web stabilization services and an IT Transformation project.In September 2010 I moved into IBM's Global Technology Services (GTS) which delivers infrastructure and outsourcing services.

Delivered results on both small and large projects for clients in multiple industries. Obtained IBM Sr. Project Manager certification within two years of hiring into IBM. Managed projects end-to-end and progressed skills from Project Management to Program Management where I setup and managed programs for clients; became trusted advisor to multiple clients on program and project management.Projects encompassed software development, website development, and technical consulting following IBM's World Wide Project Management Methodology (WWPMM) to deliver the projects. Clients included Delta Air Lines (15 months), LeasePlan USA (20 months), Metavante (3 months), Coca-Cola (5 months), Equifax (1 month), Blockbuster (5 months), RBC Liberty Insurance (4 months), Regulatory DataCorp, Int'l. LLC. (15 months), and SunTrust Bank (34 months). Following performing the role of Program Manager at Coca-Cola, I successfully setup and managed Programs for RBC Liberty Insurance and SunTrust Bank. The success of the programs that I setup and managed at SunTrust Bank helped earn my promotion to Executive Project Manager in June 2006, with achieving the IBM certification of Executive Project Manager in November 2006.

Responsible for consulting activities to assist clients with the identification and selection of technology solutions, as well as implementing the recommended solutions. Responsible for leading all phases of Client/Server development projects for assigned customers. Led solution design for a Java browser-based user interface for a debit card application for PNC Bank.Member of steering committee that updated Actium's project methodology, the Actium RoadMap, and incorporated it with the modis-Matrix project methodology.Assisted account managers with creation and delivery of client proposals.Achieved the Project Management Professional (PMP) certification from the ProjectManagement Institute (PMI).

Responsible for co-managing the design, development, testing, and implementation of the Accounts Payable Outsourcing system. The primary focus was on customizing Oracle Payables to facilitate an outsourcing service. The customizations involved creating new file interfaces, forms, reports, Workflows, and Alerts. Led the search for an enterprise reports distribution package.Participated in the fit/gap analysis that compared the Accounts Payable Process Design to Oracle Payables and assisted with selecting solutions to the gaps. Subsequently participated in JAD sessions to further define the customizations.

Managed the testing and implementation of the conversion of the Boston Company Account Reconcilement system to the Mellon Account Reconcilement system. Key participant of team that designed and implemented an internal application that facilitated tracking development and enhancement projects and ongoing support defects for management as part of a division quality improvement effort.Performed personnel-related tasks such as performance planning, performance evaluations, recruiting, hiring, and training new team members.Performed resource trend analysis to ensure that the team was appropriately staffed with resources for ongoing support and development projects. ABT Project Workbench was used to facilitate resource planning. Coordinated and conducted application priority planning meetings as part of the resource planning process.

Managed and led the analysis, design, construction, testing, and implementation of three large-scale conversion projects totaling 14,500 hours.Provided batch and on-line systems support for the Corporate Account Reconcilement systems for operations sites in Pittsburgh, Philadelphia, and Boston by supervising four to seven programmer analysts on enhancement and development projects as well as ongoing support.Key contributor to the creation of the Corporate Systems Standards on testing.Performed personnel-related tasks of interviewing candidates for open positions; developing and educating subordinates; and conducting performance evaluations.

Provided on-line systems support for internal Global Cash Management applications of Corporate Demand Deposit, Balance Reporting, and Account Reconcilement.Responsibilities included coding for enhancement and development projects, resolving problems, gathering client requirements, writing project specifications for self and junior team members, leading project development efforts, creating and executing formal test plans.Languages included COBOL, Mellon Inquiry (a home-grown CICS-like application), JCL, Assembler, Fortran and SAS.