I am currently working with companies as a Sr. Digital Program/Project Manager running multi-year, multi-million dollar programs.Main elements of work consist of:• Program Management of E-Commerce platform installations• Assistance in developing Digital Marketing, SEM and SEO campaigns to drive maximum traffic to the E-Commerce stores• Contract negotiations with Third Party vendors, including System Integrators, Order Management Systems, Merchant Services, and other E-Commerce add-ons• Change Management functions to set up support teams, both internal and external to optimize E-Commerce platforms • Overall guidance on setting up and maintaining E-Commerce systems

Led the Digital Marketing, Merchandising and Digital Delivery teams at Panasonic. Reporting to the President of PCEC (Panasonic Consumer Electronics Company), led the project to re-platform and migrate all B2C and B2B websites to the Demandware platform, which consist of 6 divisions within the PNA organization. Responsible for all eCommerce sales through the B2C website (Panasonic.com), as well as all optimizations and new features/functionality.Selected Accomplishments:• Managed the re-platform of the eCommerce site (Panasonic.com) from a proprietary system to a tier 1 SAAS eCommerce solution (Demandware).• Led the Digital Merchandising team to achieve 145% of year over year sales, a $20MM improvement.• Renegotiated over 20 vendor contracts and third party integration contracts to ensure cost efficiency and operability with the new Demandware platform.• Initiated SEO and Paid Search efforts for marketing campaigns and site optimization.• Restructured the Digital technology team to adopt an Agile framework for bi-weekly sprints.

Built the Digital Delivery team, processes and tools for Guthy-Renker, integrating the creative and technology teams to ensure timely delivery of eCommerce deliverables enabling the revenue growth goals in both acquisition and current customers. Reporting to the SVP of Digital, led the development and deployment of eleven Guthy-Renker brand sites and five partner sites in 14 months, including over 500 marketing and media campaigns, and 200 test and target initiatives. Driving Digital strategies for Guthy-Renker and Guthy-Renker partnerships through the capturing and analyzing consumer behaviors surfaced from web analytics. Centralized the management of the eCommerce activities to ensure enterprise synergies across marketing groups are leveraged and digital initiatives align & enable strategic goals/objectives. Selected Accomplishments:• Deployed a centralized eCommerce Portfolio initiative, pulling together SVP executives into a monthly prioritization and goal/objective setting exercise.• Rolled out the Real-Time Screening and ACH project (offering customers a line of credit to purchase G|R products) with a $7MM yearly ROI.• Led the strategy, definition and approach of the new Proactiv product line, while managing the risk of making the current Proactiv a competing product.• Led the delivery of the Guthy-Renker buy-flow redesign increasing revenue by 15%.• Defined and leading the deployment of new mobile sites for all Guthy-Renker brands leveraging a hybrid approach that includes both responsive and adaptive design.• Led the rollout, governance and maintenance of the company sponsored purchase of the Demandware eCommerce platform, including the migration of all current legacy sites to the new Demandware platform.• Created the eCommerce Digital Delivery process, from design to release management, reducing errors while improving time to market.• Renegotiated key vendor contracts, reducing overall company spend and increasing profit by $750K per year.

Project Name: GRC at Sony Pictures Entertainment Led the development of the Governance, Risk and Compliance effort for Sony Pictures Entertainment. Selected Accomplishments:• Led the planning and development of the Governance, Risk and Compliance program for SPE (Sony Pictures Entertainment).• Created the Business Case and Cost Benefit Analysis for presentation to the CIO and CFO for project approval.• Led the rollout of the software across global Sony entities.Project Name: Financial System Replacement at ICANN (Internet Corporation For Assigned Names and Numbers)Led the development of the Financial System Replacement project for ICANN. Reporting directly to the CFO, prepared and delivered the process and deliverables to collect requirements, determine matching products and recommending a solution for the new company financial system. Selected Accomplishments:• Planned and managed the Solution Selection process for ICANN’s Financial System Replacement project.• Created the RFI and RFP documents in order to research, solicit and evaluate mid-tier financial systems to replace the current legacy system.• Managed the process to collect and document business requirements, including business process analysis.

NATIONAL TECHNOLOGY MANAGER, DEALER PORTAL SERVICES (2006-2007)Maintained full accountability for leading staff in all aspects of overseeing a complex and sophisticated Toyota/Lexus Dealer portal, by integrating all processes for ordering, tracking, and financials of vehicles, parts, service, and customer service. Monitored systems usage and performance to ensure proper allocation of resources. Updated staff and management as to effectiveness of portal infrastructure and possible future strategies. Spearheaded project management and logistics, including analyzing staff strengths and weakness, and creating effective work schedules, project assignments, and activities to ensure successful planning, design, construction, quality assurance, and delivery of technology project deliverables.Liaised between IT staff and C-Level executives to develop and execute a 5-10 year strategy for Dealer Portal with goal of incorporating tactical planning by fiscal year for scheduled quarterly release cycle. Prepared for and delivered training for staff and users; identified and resolved hardware and software issues on telecommunications systems and logging equipment. Stayed abreast of new technologies and products and determined feasibility of integration into current systems. Program Manager, Lexus Survey Redesign Project (2005-2006)National Technology Manager, Enterprise Data Management (1999-2005)Led 57-member team and allocated $5 million annual budget to implement efficient and effective technology management. Served as key staff member of Toyota’s Kaizen team to establish continuous improvement metrics and dashboards for Information Technology Executive Committee, with emphasis on analyzing $300 million budget and contracts for all service providers. Ensured strict compliance with Sarbanes-Oxley (SOX) as founding member of EAC (Enterprise Architecture Committee), which set hardware and software architectural standards and guidelines for all Toyota Motor Sales.