Accountable for a global workforce of over 800 employees for the design, delivery and deployment of technical functions enabling capital projects/programs for a $8 Billion per annum global capital portfolio.— Provide global leadership for the implementation of relevant standards, global processes, methodologies, strategies, systems, and functional plans for the program of capital projects reporting to the Chief Technical Officer. Accountable for Project Engineering, Operations Readiness, Commissioning, Project Controls, Project Management Office, Risk and Project Strategy & Development. P/L responsibilities for $65M per annum.— Identifies, builds, and develops talent and capability across BHP Projects including a pipeline of talent for key positions, to ensure that the right talent is in place to deliver technical services effectively and efficiently. Accountable for the global strategic workforce plan across BHP globally.— Collaborates with senior executives and project teams to implement strategies and initiatives; ensure that projects receive a level of service that aligns to achieving business outcomes.

Accountable for a global workforce of over 300 employees for the design, delivery and deployment of project controls services related to capital for a $5-6 Billion per annum global capital portfolio.— Managed Project Controls & Analysis leadership team and sub-functions, including Cost Estimating, Planning & Scheduling, Cost Engineering and Project Controls to ensure delivery on project services required, ensuring safe delivery of value maximizing investments.— Provide leadership for the implementation of relevant standards, global processes, methodologies, strategies, systems, and functional plans for the program of capital projects, to ensure that there are appropriate processes and systems in place to deliver projects efficiently and effectively.— Identifies, builds, and develops talent and capability in Project Controls including a pipeline of talent for key positions, to ensure that the right talent is in place for project services to deliver the services effectively and efficiently.

Accountable for the design, delivery and deployment of global investment decision making and project management framework.— Program Management for a new investment decision making framework; established sound program management practices, continuous value management and return on investment (ROI), and a disciplined governance process to support efficient decision-making. Successfully drove $150M in savings for key partners.— Program management for an integrated change management and process program across multiple business units and regions that resulted in safety integration into daily work practices.— Managed project timelines, milestones, budgets, and delivery of final product. Facilitated brainstorming sessions. Directed work of process analysts, change management/communications and technology enablement.— Operational system and process analysis for core business processes in finance and information technology. Utilized six sigma methodology to obtain and measure value of optimization.

Accountable for the design, delivery and deployment of global processes and technology initiatives for clients. Engagements included program management, operational analysis, process analysis, change management, communications, learning and development design and development. Clients: Xcel Energy, Goldcorp, Catholic Health Initiatives, Public Schools of Aurora and Denver, City of San Diego - California, City of Hillsboro - Oregon, Intel, Renewable Energy Systems and AngloAmerican.— Program Management for a new program delivery strategy; established sound program management practices, continuous value management and return on investment (ROI), and a disciplined governance process to support efficient decision-making. Successfully drove $150M in savings for key partners.— Program management for an integrated change management and process program across multiple business units and regions that resulted in safety integration into daily work practices.— Managed project timelines, milestones, budgets, and delivery of final product. Facilitated brainstorming sessions. Directed work of process analysts, change management/communications and technology enablement.— Operational system and process analysis for core business processes in finance and information technology. Utilized six sigma methodology to obtain and measure value of optimization.

Lead, inspire, and provide strategic direction to team accountable for client implementation, service delivery, account management and support for SaaS system. Manage the composition of strategic plans, development of creative strategies that enable delivery of the solution, communication platform development, program concept development, effective client engagement and analysis of results for clients based upon business objectives.— Overarching goals include maximizing client satisfaction and business growth, as measured by the growth of client production and other key metrics.— Developed customer retention strategies, including implementing knowledge sharing platforms, user groups, email campaigns, usage audits, and customer advisory programs.— Managed client services team, including account managers, end user support team, and learning and development team. Established and monitored performance metrics to manage professional development of staff. Provided guidance and mentoring toward career and skill set enhancement.— Partnered with executive leadership in defining and executing company’s strategic development plan. Proactively cultivated relationships with sales and marketing teams, clients, and partners to achieve revenue, customer satisfaction, and retention goals.— Managed budgets and conducted cost and revenue analysis, and financial forecasting for business and products. Full P&L responsibility for business unit.

Promoted to assume increasing levels of responsibility for design, development and deployment of a global investment decision making process which included technology enabled project management process and project performance management. Managed team for development and delivery of projects to meet business objective.— Initiated and implemented a decision-making framework to define program expectations, grant authority and verify performance, providing consistent execution and risk management for over $3B in projects per annum.— Developed creative communication tools using program controls methodologies resulting in successful stakeholder buy-in and timely, transparent distribution of program information.

Accountable for the design and delivery of a global program management office which includes project performance management, planning and fiscal management, and project management deployment to major capital projects. Demonstrated experience in managing large-scale, technology-driven transformational initiatives. Responsible for the management and deployment of all PMO resources.— Designed and introduced project management processes and tracking systems including the design, development, and deployment of a Project Management Information System.— Launched and managed a multi project program aimed at project efficiency gains of $150M per annum.

Promoted to position to focus on internal projects and initiatives to support future growth of the organization. Responsible for planning and overseeing enterprise-wide special projects/programs, initiatives, and meetings. Accountable for Board of Directors content formation and coordination.— Programs included: Integrated master calendar aligned to the Business Planning cycle; Governance Structure: Coordinated effort for detailed analysis on enterprise-wide governance structure.— Developed and supported challenging key stakeholder relationships and projects. Successfully anticipated needs and eliminated potential issues through thoughtful planning and analysis.

Accountable for global technology enabled business solutions for Supply Chain, Human Resources, Legal, Communications and Finance (Accounting, Treasury, Business Planning, and Investor Relations). Oversaw global programs for operational and back-office systems based upon business process analysis.— Completed an organizational re-design to transform an internally focused corporate team to a global business unit.— Accountable for G&A budget of $2M and technology capital allocation of $10M per annum.

Implemented the first Global HR IT Program for the organization which enabled the transformation of human resources into an enterprise-level service serving five continents.— Completed an organizational re-design to transform an internally focused corporate team to a global business unit.— Accountable for G&A budget of $2M and technology capital allocation of $10M per annum.

Promoted to oversee company-wide software development efforts. Led and managed a software development team and oversaw total lifecycle development from conception to final implementation, including customer pre-sales and post-sales support.— Led the product team on two major releases of first to market web based Human Resource Information System software.

Thrived in client facing consulting role, supplying process analysis, project management, and change management for Human Resource software implementations.— Conducted compensation modeling, process and workflow reengineering, and software requirement definition / recommendations for various software implementations.— Clients included Holland & Hart, LLP, Chadbourne & Parke LLP, Kyocera Tycom International, Tyco International, MDP Holdings, Hyundai Motor America, and Johnny Rockets Restaurants.