Increasingly responsible positions throughout my tenure at Spencer StuartHead of Program Management for Technology and Operations, 2020 – Present (Lead program teams of 5 – 50 people, in technology and non-technology cross-functional leadership teams)• Leading multi-year operational improvement program, sponsored the Spencer Stuart Global Leadership Team, designed to enhance client experience in several stages (team of 10 executives)• Led Program Management to create a new data warehouse and reporting system (team of 40 technology and 10 business team members)Head of Program Management for M&A Integration, 2019(Created M&A integration capability for the Firm while leading large carve-out of 700 employees, spread over 26 countries, over 30 applications, all data migration. Led broad, cross-functional program teams totaling approximately 50 people, including 6 Global Leaders of the Firm.)• Program Managed Spencer Stuart’s Global Leadership Team through the Firm’s first major acquisition integration, Kincentric, which was a carve-out from Aon Corporation• Led the stand-up of 26 new legal entities within six months of Letter of Intent• Led technology workstream of the integration and exited end-user computing Transition Services Agreement 3 months ahead of schedule, saving the new firm $1.25M in stand-up costsDirector of Chicago Software Development and Program Management, 2016 – 2018 (Reported to the CIO on all Chicago development activity and every business facing technology program. Coordinate with Operational Excellence team to implement software solutions to solve business problems. Managed direct staff of 50 and budget of $7MM.)• Created and executed three-year plan to transition custom development work from Chicago to Dublin, saving over $500k annually• Drove digital transformation of the Firm through deployment of mobile device management, Office 365, Cloud storage, video conferencing, expense management, and overall migration to the Cloud

Management and IT Consultant providing executive teams: • IT department assessment • Strategy development and road map creation • Organization structure design• Project prioritization through ROI and risk assessment• Organizational change management leadership• Large program management

Business Transformation Leader and Head of Information TechnologyReporting directly to the CFO. Participated in enterprise C-level decisions. Responsibile for all information technology functions, including ERP and end user computing, infrastructure, and telephony. Managed staff of 25. • Delivered value in first 90 days: o Built strong relationships with all department and executive leaders o Assessed staffing and capabilities in the IT organization o Recommended long-term projects to the business• Transformed IT department from reactionary technical team into effective, business focused IT organization: o Developed 3 year IT Roadmap with Infrastructure and Applications Managers o Improved Help Desk responsiveness through incident metrics and Service Level Agreements o Rolled out hardware and software standards and policies across the organization• Drove development of the company’s overall five year strategic vision• Developed three-year roadmap for IT organization to best support the five year strategic vision• Identified 5% top line growth by leading executives to identify process changes available with new ERP system• Created headcount savings of 3% across all functional areas through Lean Process exercise that identified better processes and uses of current ERP system (JDE World)• Enabled Sales teams with social platform, presence, and conference calling capabilities through migration to Office 365• Supported Customer Care’s reorganization with better metrics through VOIP system upgrade• Assessed Disaster Recovery preparedness; scoped, estimated and recommended a project to create Business Continuity and Disaster Recovery plans• Developed and managed comprehensive IT budget of almost $10MM

Reported directly to CIO. Participated in enterprise C-level decisions during weekly sessions with CFO, CHRO and regular meetings with CEO. Responsibile for all global enterprise applications and supporting functions, including ERP Deployment and Change Management, Application Development, Business Intelligence Development, Quality Assurance, Project Management Organization, and Production Support. Managed staff of 50.• Transformed IT Applications group from a perceived roadblock into a business partner:o Listened to frustrated business teams to identify and address pain points related to ITo Quickly corrected skills gaps; creatively reorganized and redirected resources to fill gapso Addressed major business pain point through implementation of Production Support Process including process design, rollout, and metrics • Led business transformation from localized processes to standard global process by deploying first global sites on new ERP system through cross-cultural communication and facilitation among India, Canada, and Malaysia teams• Developed Change Management program to deploy new business processes to 35 global sites• Drove continued partnership with the business through implementation of demand planning and resource tracking across Corporate IT organization

Finance ERP global financial system integration: participated in management of $7MM 2012 discretionary budget; updated Executive Leadership Team (CEO, CFO, CIO, SVP) weekly on deployment and stabilization efforts; traveled to India and the UK quarterly to manage global teams. Led team of over 75 staff at project peak.• Enabled Aon Hewitt integration to Aon corporate financials within 9 months post-merger by leveraging and reworking project plan within one month of acquisition announcement• Led global software development team to deliver 150+ system enhancements• Participated in development of governance model and overall program budget ($50MM over 4 years)

Developed enhancements for PeopleSoft 8.0 - 9.1 Supply Chain Management product using PeopleCode and Application Engine.Team Lead for PeopleSoft 9.0 Inventory Shipping module.Conducted review meetings to present designs and solicit feedback from functional, strategy, quality, usability, and documentation teams.

Led NUMMI IT Team to implement PeopleSoft Order Management, Production Planning, and Manufacturing modules for Service Parts Project on Oracle database.Led data analysis and conversion effort; facilitated meetings with user communities to gather functional requirements; adjusted the customized PeopleSoft system to fit NUMMI's business processes; wrote and documented new code for interfaces.Developed training and trained NUMMI IT, Sales, and Shop Floor Team Members.

Implemented Maximo Facilities Management System.Customized GUI to improve usability; redesigned business practices for increased efficiency as part of the system roll-out.Developed training materials to teach facilities staff newly implemented modules, and conducted intensive, hands-on user training sessions.

Performed maintenance as well as system enhancements on PeopleSoft Financials.

PeopleSoft Financials and HR 6.0 implementation