Expanded PMO processes and procedures spanning Corporate Priorities, Portfolio Management, Project Management, and Change Management, which included creating a strategic vision for the PMO and aligning vision with organizational goals through various communication methods.• Implemented Shibumi for our Project Management Information System (PMIS); initial projects 220, later consolidated to 114.• Additional capabilities added through business analysis and change management skillsets; enabling the company to have the appropriate talent needed to achieve project success.• 3-year strategy created and tracked through PMIS, from strategy to priority to annual objective to project, down to task level.• Complete visibility to all project activities through Corporate Priority / Portfolio reviews, project status reporting, and PMIS access.• Reported and measured sprint loyalty, increasing this metric from 50%-60% to above 84% on project deliverables.• Managed projects of 12 departments and eight IT teams through the PMO, leveraging a mix of Agile and waterfall processes.

Created the Enterprise Project Management Office - implementing standards, processes, and procedures to all company departments to increase our speed to market, decrease redundancy in work efforts, increase cross department collaboration, increase visibility to projects status, priority and forecast, provide metrics for improving our execution, increasing our consistency.• Ran all corporate priorities / objectives through the process, in TFS, reported in SSRS, monthly reviews of progress, and new step of aligning departmental projects to corporate objectives.• Introduced concept of “Working Agreement” to all departments to drive alignment on expectations.• Developed dashboards at enterprise level and department levels for sprint velocity, epic state, target dates and timing, history on number of epics, features, stories, tasks and hours, watch lists for monitoring system usage, and individual contributor details.• Hired PMO staff to drive all Agile processes for newly added departments.• Project-led and implemented new corporate operating model for BNSFL Over Road (OTR) business.

• Created all project management processes and procedures for the BNSF Logistics IT department.• Implemented & trained Agile Project Management for Iterative and SCRUM to all IT Teams.• Implemented measurement and project management tools, Team Foundation Server (TFS), into IT for the tracking of projects and to maintain compliance with our processes and procedures.• Owned the organization of pre-existing project lists and the move to TFS, 90 project requests completed in FY17, 188 completed in FY18.• Defined, created, and documented the BNSF Logistics Software Development Life Cycle (SDLC).• Implemented a new Corporate Priorities process and ran all Corporate Objectives for FY18.

• Managed all project delivery, budget, and strategy for critical epics. Planned budget of $10M to $14M.• Championed transformation to agile/domain methodology (13 scrum teams, intake process design, around 20 Epics).• Balanced customer relationships to ensure alignment between business needs and IS delivery.• Directed over 140 contractors and company associates in domains.• Oversaw IBMGRS for recruiting, SAP Success Factor for performance/succession, and Aon/Hewitt Kenexa IBM AES.• Drove & supervised the learning domain programs: Pathways, Success Factors Learning Management System and the SumTotal Learning Management System (1 million associates in 12 countries)

Senior Manager, Rapid Response Teams, Operations, Risk Management/Information Systems Division, 2007-2013: Oversaw system changes for master data management, risk management, internal audit, inventory audit, reconciliation, post audit, data integrations, financial shared services, enterprise application integrations, SAP and legacy systems, accounts payable, general ledger, accounts receivable, import accounting, enterprise asset management, Directed legal, global security, aviation, travel, asset protection, compliance, and ethics.• Supervised 8 to 14 associates and 2 to 10 contractors (including associate growth, allocations, project workload/execution, priority, etc.).• Reduced costs by $1.8 through Mainframe MIPS reduction and automation. Reduced reports by 45% saving the company another $98K.• Directed all project delivery, project prioritization, resource allocations, budget, strategy, communication, contracts, approving expenses, maintenance, capital expenditures, and system support.• Administered teams’ ETCs, availability, and allocations. Ensured that all projects followed ISDLC (Information System Development Life Cycle) and project management.• Reviewed and monitored ROI (Return on Investment) from projects’ implementation.• Kept support vs development ratios at 80% or higher for development.

Served as developer, project lead, and team lead on all teams, overseeing on call for systems issues. • Provided web development and third-party system implementations (over 90 third party and home-grown systems). • Collaborated on three large applications as developer and project lead (Deals, Coops, and MARS). • Developed store-to-home office application for Germany ($200K ROI). • Completed the Storage Payment Project for Imports ($13.9M ROI), Import Accounting Resolution Codes ($17K ROI), and the Letter Of Credit Purchase Order Comparison Report ($4K ROI). • Managed client server development. Worked on three large applications (Import Accounting, Letter Of Credit, and Finance). • Developed code from specs and oversaw code reviews, second testing code, solving issues to root, BA functions, project management/QA functions, etc.1994 - 1999: Stocker for Walmart

THE UNITED STATES MARINE CORPS, Camp Pendleton, California, Corporal, Lance Corporal, Private First Class, Private, 1989-1994. Maintained hydraulic systems on Huey and Cobra helicopters. Managed teams of up to 40 Marines. Served in Gulf War and received several meritorious citations and letters of appreciation.