Fortune 500 Media Company – Application Modernization & Innovation Office Lead strategy and standup of the Project Management Office for a 5-year, $600M program to modernize client’s application portfolio; manage development of 7 deliverables for the workstream while overseeing deliverable development for 2 other workstreams (Platform Readiness, Modernization Scorecard); plan and execute complex program increment (PI) planning using SAFe Agile framework for 11 business units across North America/United Kingdom/Australia, involving 140+ stakeholders and spanning 3+ days; coach junior staff through execution of deliverables and how to improve consulting skills, with a focus on client interactions and facilitation skills.Fortune 10 Healthcare Company – ITGC Transformation Office StandupHelped define and execute against the strategy for a $25M+ effort to establish an IT General Controls Transformation Program; led development of CIO-level deliverables including onboarding/kickoff decks, mission/vision/goals, and roadmaps; facilitated workshops to scope programs/projects, prioritize work, and define resource needs; coached employees on creation of deliverables, facilitation skills, and consulting fundamentals.Fortune 10 Healthcare Company – Operational Excellence Program PMO StandupCreated the strategy for and stood up a Project Management Office, which strengthened technological capabilities and increased the overall resiliency of the technology organization; served as a liaison between Operational Excellence Program and the Service Management and Governance workstreams, overseeing initiatives to standardize ITSM platforms and mature IT governance capabilities; built executive-level client relationships and assisted team with drafting materials for Steering Committees and Workstream Lead meetings; facilitated daily standups and standardized internal team practices; coached 4 staff and aided in career development.

Department of Labor – Office of the Assistant Secretary for Administration and Management, Shared Services Team Led strategy of a high-profile initiative to consolidate 20+ IT portfolios across the Department; built relationships between executive-level stakeholders and Departmental staff to increase buy-in to initiative; managed financials for a multi-year contract ($5.5M/year) and expanded business (over $6.8M in new work); supervised team of five staff members to ensure successful project execution and support staff in their development.

Department of Labor – Office of the Assistant Secretary for Administration and Management, Shared Services TeamLed strategy and stand-up of the IT initiative, including conducting a Current State Assessment, developing organizational designs, authoring a Concept of Operations, and rationalizing applications; facilitated weekly Working Groups with the IT leads of each component agency, garnered feedback on organizational designs, developed a future state service catalog, and created a governance model; managed the pilot consolidation process for one of the Department’s component agencies with a large IT presence (the Employment and Training Administration); served as Job Leader for four team members to ensure successful project execution and to support staff in their development.Department of Labor – Office of Apprenticeship, Transformation TeamLed a business process reengineering effort to streamline operations within the Office; analyzed documents, collected data, and interviewed stakeholders to build “as-is” and “to-be” process maps; created a multi-year strategy for the Office to transform its people, processes, and technology; served as a subject matter expert for development of www.apprenticeship.gov platform.

Department of Labor – Office of the Chief Information Officer, Infrastructure Services TeamLed a comprehensive effort to document high priority processes across the Division of Infrastructure Services; managed reporting for executive-level stakeholders and provided portfolio management support for Division leadership; created a strategic technology plan to explain the Department’s vision for technology over the next three years; built a technology roadmap that gave the CIO a portfolio-level view of its projects (including timelines, critical milestones, and dependencies).Department of Defense Client – Office of the Chief Information Officer, Business Case Analysis Team Developed a model to estimate costs for the standup of a warm disaster recovery site; collected and analyzed data to understand the organization’s current application portfolio and each application’s backup requirements; created an approach to assess ROI of a disaster recovery site, conducted sensitivity analyses to ensure robust results; compiled a briefing on the analysis process and advised the CIO on how to present the business case for a system investment.Department of Labor – Office of the Chief Information Officer, Future Integrations TeamFacilitated the integration of infrastructure at the component agency level into the Department; gathered and analyzed data, created and presented dashboards using business analytics software such as Microsoft Power BI and Tableau; validated technical artifacts such as network inventories and authored technology findings; provided project management support and coordinated between executive-level stakeholders.

Conducted hypothesis-led business research and analysis, both qualitative and quantitative; managed large-scale data analysis and benchmarked Gartner clients against other companies; developed board-level presentations of benchmarking results and presented results to over 100 C-level clients; promoted Gartner products to existing clients, expanded client base through business development activities.