Responsible for leading a team of direct and matrix reports to ensure low risk, high quality, and timely software deployments to a customer’s cloud instance. Transform and scale Change, Incident, and Release Management into mature practices for a growing company. Select projects and accomplishments include:* Reduced costs of deployment 15% release over release by organizing and automating the deployment process* Increased confidence in and quality of platform releases by integrating QA environments into the deployment pipeline* Enabled on-demand information gathering and input of deployment status by developing a suite of self-service tools

Responsible for full life-cycle project management for assigned programs leveraging cross-functional teams. Collaborate with Product Management to plan strategic roadmap. Define agile practices for the Engineering organization and act as a Scrum Master for assigned teams. Administer Atlassian tool suite. Select projects and accomplishments include:* Enabled a streamlined patient login experience by integrating Epic’s MyChartSSO into the DexCare platform* Reduced Epic fee costs by implementing a messaging capability to allow for real-time slot availability cache updates* Simplified the patient booking experience by implementing functionality to write data directly to Epic in discrete fields* Improved Engineering focus, output, and organization by implementing and providing training on an agile framework

Responsible for full life-cycle project management for assigned projects. Interact directly with Client leadership to ensure that projects are meeting stated business objectives. Collaborate to develop and establish standards for project execution. Administer Atlassian tool suite. Select projects and accomplishments include:Robots & Pencils Managed Services:• Ensured prioritized delivery by organizing the backlog and aligning it to the support tickets opened by Clients• Maintained strong Client relationships by responding to support issues and inquiries within established SLA parameters • Enhanced platform stability by collaborating with Clients to prioritize non-discretionary work ahead of the nice-to-haves• Increased visibility of engagement health by developing a scorecard framework for financial and delivery performance• Ensured contractual commitments were met by implementing strict financial controls and work prioritization methodsDigital Banking Platform:• Ensured development team synchronization by facilitating regular agile project ceremonies internally and externally• Increased the quality of the initial product launch by coordinating live demos with the Client to collect feedback• Enabled a continuous delivery and feedback loop by installing a weekly release cycle for Alpha & Beta testing periods• Minimized cost overruns by implementing a strict weekly budget-to-forecast-to-actual variance analysis • Ensured alignment with business requirements by implementing a process to fully scope, design, and architect solutions Robots & Pencils Project Management Practice:• Mentored junior team members by having regular discussions on project management principles and having them shadow through the course of a live project• Reduced monthly costs of Atlassian toolset by >50% by performing quarterly audits of access ensuring that access was granted to internal talent and Clients based on a practical "need to have"

Responsible for defining Project Management Framework for Service Delivery Project Management Office (PMO). Establish standards, practices, and templates for project execution. Collaborate to establish PMO governance processes and procedures. Manage assigned programs and projects throughout the lifecycle to include tracking budget status and justifying variances to budget. Select accomplishments include:• Improved project execution by standardizing the use of JIRA Advanced Roadmaps as a planning and execution tool• Enabled executive visibility into the portfolio by collaborating to develop a Plan of Record for real time project updates• Aligned project execution across the portfolio by defining process flows and documenting procedures • Identified high risk projects by developing financial tracking mechanisms measuring variances to plan in the portfolio

Responsible for establishing a project management practice for the Global IT Network Communications Team. Define the "right-sized" process steps and documentation requires for: project intake / initiation; project planning; project execution; project close-out; project monitoring and controlling. Establish a governance structure to support the ongoing prioritization and financial management of the project portfolio. Train global engineering teams on process and requirements. Manage projects through the life-cycle. Analyze resource utilization and project throughput. Develop and establish agile practices. Select accomplishments include:* Enabled management allocation of resources to critical projects by developing a project prioritization scorecard for the portfolio * Facilitated executive management awareness of project status by creating a standardized project status reporting framework* Increased team productivity by identifying project throughput constraints and developing action plans to remove those constraints* Improved project focus by analyzing “business as usual” tasks that routinely block project work and proposing solutions

Responsible for planning and executing infrastructure projects for Empower Retirement through the project life-cycle using traditional project management methods. Establish agile methodology and practices for the infrastructure operations teams. Train and coach teams to mature the agile practices. Select accomplishments include:* Migrated ~450 VIPs to new network infrastructure by implementing project management methods to plan & execute the project* Initiated a program to migrate systems out of a data center to cloud platforms by implementing program management practices* Increased on campus computer room capacity by co-managing a project with facilities to increase power and cooling capabilities* Educated infrastructure operations management by developing & proposing a way to implement a modified SAFe for their teams* Implemented agile practices for Network & Telecom teams by developing & providing training & acting as Scrum Master

Responsible for defining strategic direction for software development programs & decompose the strategy into actionable projects for execution by integrated project teams following SAFe framework. Align and prioritize program strategy across the company portfolio. Plan for and allocate resources according to project budget; track spending accordingly. Monitor and report on project and program status to senior management. Select Accomplishments include:* Enabled regular and iterative software releases by establishing a SAFe operating rhythm with practical agile ceremonies* Raised awareness of potential project pitfalls by holding regular risk review sessions with stakeholders & developing mitigations* Increased annual funding allocation by ~$800K by aligning program strategy to core business portfolio objectives * Fostered ownership and accountability within the scrum teams by establishing a peer-to-peer recognition program• Reduced customer impacting incidents by 10% by prioritizing work that addressed root cause issues in business processes* Increased team velocity by 25% by leading regular backlog grooming sessions to mature requirements ahead of planning sessions* Ensured business value was delivered timely by negotiating with partner programs to borrow resources and prioritize work * Enabled cross-portfolio integration by ensuring the data delivery solutions were in place a step ahead of end-user applications* Enabled program execution by developing resource plan & negotiating with business leaders to allocate resources to the program

Be a thought leader in the development of a vendor management practice at Jeppesen. Define the long-term IT Outsourcing Strategy and lead efforts towards execution of that strategy. Contribute to LEAN efforts to streamline and improve business processes. Define metrics and monitor performance against those metrics for IT Outsourcing. Define and write technical business requirements for inclusion in SOWs issued by Jeppesen to vendors, and assisting in moving the SOW through the Jeppesen procurement process. Prepare weekly and monthly reporting as necessary to senior management. Select accomplishments include:* Reduced rework by 50% for procurement submissions by standardizing software development supplier task requirements* Improved first pass quality by collaborating with a cross-functional team in a LEAN effort to streamline the procurement process

Compiled data and provided analysis on ~$70M Infrastructure and Operations/~$135M Technologies expense budget identifying areas of cost savings year over year. Drove financial accountability by tracking spending of new hardware/software, and maintenance against approved budget; discussed variances with department and financial management. Developed process, procedures, and tools to transition management of material cost elements (i.e., contractor, maintenance, and telecom expenses) to a mature practice ultimately improving IT financial management performance. Select accomplishments include:* Established and documented centralized technologies procurement function. This included establishing an intake ticketing system, communication of procurement impact to department's financials, tracking, and monitoring performance. * Engineered business processes with Finance and Accounting functions to enable timely reporting of financial results and variance analysis with technologies business leaders to collaborate on corrective actions leading to year over year positive variance to budget* Reduced variances to budget by actively managing technology capital investment portfolio, forecasting contractor expenses, and technologies headcount.

Managed projects to create, strengthen and improve Neustar's 24x7 Security Operations Center's (SOC) global network security infrastructure. Led and documented process engineering discussions for Distributed Denial of Service (DDoS) detection, response, mitigation, communications, and closure. Coordinated regular testing/training simulations of DDoS attack and response procedures. Managed financial budget and forecast, and provided procurement support for Security Operations Center. Provided support of change management activities. Assisted in growing the SOC staff from 3 to 14 by interviewing and vetting candidates. Select accomplishments include:* Operations Planning lead for the design, development, and launch of an innovative, organic product, Site Protect, that was launched a month ahead of schedule and on budget. This included: (a) leading design sessions with engineering teams, management, and vendor partners; (b) procuring all gear and arranging for delivery to global locations for deployment; (c) documenting the architecture and related policies and procedures; and (d) managing the finances of this multimillion dollar investment initiative.* Negotiated pricing and managed engagements with 3rd party DDoS service providers and developed process and procedural run books for their engagement* Created a weekly SOC/DDoS Project Portfolio Planning forum to: (a) prioritize the existing portfolio of projects; (b) get updates on projects in flight; (c) review and prioritize new projects; and (d) bring to the table any other matters that affect the resource allocation for SOC/DDoS projects

Responsible for managing a diverse technology project portfolio. These projects include managing matrixed resources to complete the assigned tasks within the given schedule. Projects range from tactical to strategical; documentation to hands on technical in nature. All involve constant communication with key stakeholders. All projects make use of complete project life cycle, whether traditional waterfall method or more recently agile/scrum methods.

Was the senior member of a small team that managed the IT SOX Compliance efforts for AOL. Contributed to the maturation of the AOL SOX Program Management Office by: - Led the SOX PMO design and roll-out IT self-assessment process for quarterly section 302 SOX certifications; - Established standards for SOX PMO test plans, workpapers, and narratives- Coordinated and organized IT SOX delegate program- Consolidated quarterly SOX IT control metrics for reporting and presentation to the AOL CFO, CEO, and Time Warner Corporate SOX PMO- Performed control walkthroughs and analysis for AOL’s significant financial systems and general computer controls for SOX 404 Compliance; Performed quality assurance reviews of SOX PMO team member workpapers before submission to management- Managed augmented staff during quarterly SOX self-assessments- Trained new members of the AOL Europe SOX PMO on process methodology such that the AOLE SOX PMO could function as an independent PMO.

Led a large team (e.g., 4-8 people) during an Internal Audit testing project of IT General Controls for Freddie Mac’s SOX 404 compliance. Worked closely with IT management to develop methodologies and reporting protocols. Mentored new staff members on Freddie Mac audit methodology, as well as subject matter for assigned projects. Initiated and provided performance feedback to junior team members. Received positive feedback from team members on leadership during assigned projects.

Led small teams in high-risk security audits which brought significant control weaknesses to management’s attention. Provided guidance and direction to junior team members. Focused audit fieldwork by analyzing, assessing, and testing internal technical controls commensurate with the level of risk. Regularly provided status updates to client management regarding: the state of work completed, work in process, work to be started; and the results of work completed. Reported to and discussed control weaknesses and resolution plans with executive client management. Established good working relationships with clients, evidenced through positive client feedback.

Planned and conducted audits of Freddie Mac’s information technology infrastructure under close management supervision.