- Led multidisciplinary teams including external vendors on Tier 1 projects in a Tier 1 program managing multiple deadlines for the Investments Technology Business Solutions Area. These projects identified, mapped, enriched and migrated security master file and transaction/trade data from multiple legacy systems, to a single automated investment accounting system.- Created and provided timelines and cost of delivery to project/program stakeholders, PMO and Senior leadership ensuring realistic expectations were communicated with up and down line stakeholders - Ensured data strategy was in-line with the overall business objectives by engaging with project/program stakeholders to understand their goals and prioritizing the projects goals to meet their need- Built strong relationships with internal and external stakeholders by effectively utilizing interpersonal, communication and organizational skills to drive the project to a successful completion.

- Lead enterprise effort to move 200 applications to the Cloud platform & modernize/sunset an additional 250 applications - Scheduled all migrations with application teams - Developed schedule to ensure all 450 applications were migrated/modernized/sunset on time - Worked with Sr. Level Management to communicate and enact changes across the enterprise - Organized multi-tiered approach for timely migrations - Ensured applications were retired and sunset when necessary- Collaborated with Business, Technology and Testing teams to understand roadblocks focusing on bringing issues to resolution and escalating as necessary to meet project timelines- Utilized Agile, Hybrid frameworks and Waterfall methodology to successfully complete projects that were medium-large size, comprised of global Agile & Waterfall project teams across multiple Lines of Business- Tracked forecasts/actual expenses of projects ranging from $250k to $10M+ and reported variances outside of tolerance to Sr. Management- Ensured all project related artifacts were created, approved, and stored to the Enterprise Project Management Office (PMO) System of Record to maintain Audit compliance- Tracked/Managed cross-functional risks, issues and interdependencies to successful resolution- Mentored project team and new employees in project methodology and processes while encouraging best practices in portfolio and project management - Participated in company sponsored Mentor program as a Project Manager mentor- Partnered with Line of Business stakeholders and technical teams to clearly document requirements/user stories and acceptance criteria in JIRA and keep Confluence up to date with shared materials.

- Managed and directed a large data migration project - Moved individual member records from a Transaction Processing System (TPS) to HealthRules Payer (HRP) - Implemented new Profisee UAT & Production environments to conduct member address matching successfully matching 5M+ records requiring manual intervention on less than .02 percent for under/over matches- Directed project team members and provided operational guidance throughout the project, both technically and organizationally to ensure team members adhere to internal policies and procedures- Partnered with Line of Business stakeholders and technical teams to clearly document requirements/user stories and acceptance criteria in MS Azure Dev/Ops - Lead all status and update meetings with Sr. Leadership to ensure all risks and issues were communicated and understood - Facilitated communication and meetings with Stakeholders and Leadership to assure project alignment to enterprise goals - Defined schedules, identified dependences and solutioned business problems- Managed all aspects of the project including project planning, execution, timing, quality, cost and identification and mitigation of risks and issues

- Lead efforts to integrate newly acquired GE Capital Commercial Distribution Finance (CDF) applications for New Zealand, Australia, Europe, Middle East and Africa (EMEA) to Wells Fargo secured platform - Ensured all teams globally were ready for cutover by creating schedules and communication plans - Coordinated the sunrise, sunset and migration of data and applications to the Wells Fargo platforms - Ensured all teams were apprised of all tasks and monitored their completion due to very tight timeline to migrate all data from GE to Wells Fargo- Lead efforts to migrate data from MS Dynamics to Salesforce.com (SFDC) to include data profiling, cleansing, migration, test and data audit of 1.5M records - Line of business effort to save approximately $500K per year by migrating to a new tool - Managed account payments, statements and transactions RESTful API projects by coordinating work efforts between Scrum and Waterfall teams to complete projects on time with minimal disruption to projects in the Waterfall pipeline

- Completed status, financial analysis and change\exception reports for a portfolio encompassing 450+ projects with an annual budget exceeding $500M and 7M resource hours to senior management- Created report capturing the total capital dollars requested, ROI, total spend, description, scope and justification of all capital projects to be reported to the Federal Treasury Department- Identified, created and implemented processes and tools to track portfolio/program/project forecast and actual hours/dollars, project change requests and release/project milestones for Pharmaceutical Benefit Management (PBM)- Executed and maintained portfolio management processes in the areas of: schedule, cost, and change management- Built credibility, established rapport, and maintained communications with stakeholders at all levels of the organization- Mentored internal and external staff in project methodology and processes while encouraging best practices in portfolio and project management

- Managed the international planning, development, testing, deployment and close-out of the PC Restoration Project increasing staff productivity by 50% resulting in an annual saving for the client of $12M- Partnered with Intel PC Supply Group to re-engineer receiving and deployment processes resulting in an increase of staff productivity by 20% and a significant reduction in total cost of ownership- Created a customized resource management application increasing productivity by 30% saving the company $3M annually and increased employee retention by 20%.- Managed the requirements gathering, development and implementation of a customized asset tracking application resulting in a production increase of 30% and provided real-time reporting- Developed, implemented, and re-engineered processes resulting in 70% reduction of trouble ticket count on newly installed equipment