Lead a staff of over 100 people (Portfolio Manager, Program Managers, PMs, Product Managers, Tech Leads, ), covering a $90M project portfolio focused on technology transformation for 90 corporate applications at a $2B / 20k person company.• Grew the PMO team from 3 to 50+ people over 2 years, implementing project governance, executive portfolio management, and reporting and analytics using the PPM system• Implemented both an Agile and Traditional Project Lifecycle (PLC) approach and governance that instilled SAFe and DevOps practices into our deployment teams.• Developed 5 year technology transformation roadmaps and architecture for all G&A systems, and secure investment via in-depth business casing and product planning• Managed a P&L over $15m annually, spanning over 100 employees and contractors and dozens of vendors, finishing each year within +/-5% of my budget• Provided hands-on leadership for the deployment of key platforms in our digital transformation (Planisware, Cornerstone, Workday HCM, ERP cloud migration)• Led the PMO and G&A IT through the transition to a Managed Service Provider, reducing costs and implementing stronger Operational Performance Management

Lead the Corporate Project Management Office (PMO) for PAREXEL Int., a $2B+ revenue, 20k employee company with locations in 50+ countries. Focusing on a multi-year technology transformation.• Implemented a Monthly Portfolio Review for the CIO, utilizing project and performance metrics to improve informed decision-making• Redefined how we use our PPM systems and tools, and improved data capture and quality leading actionable insights via strategic and tactical KPIs• Decreased project overspending and improved deliverable quality by implementing a phase-gate governance approach• Collaborated with FP&A to establish new fiscal portfolio budgeting and PPM processes, allowing us to prioritize demand and avoid overcommitting to our customers• Empowered PMs by coaching them through challenging situations and teaching them methods for garnering the support they needed (e.g. more time, money, resources)• Grew the PMO team by changing the value-proposition and filling gaps in demand• Significantly improved stakeholder satisfaction by implementing best practices and structured change control and communications

Led the PMO for the North America Business Transformation office, supporting all back and front office departments. Coordinated the deployment of integrated SaaS solutions to the Market-to-Order groups.• Planned and coordinated the deployment of new software and processes to key businesses• Directly managed 12 project teams (benefits value of $12.5M) within the program• Defined the Program Governance operating model and cadence, bringing transparency to the true status of projects to enable proactive risk management and resolution• Coached multiple project managers, deployment managers, and change managers on their daily deliverables and personal development

Established and executed performance management (processes, tools, reporting, cadence) for the NA CIO, bringing together data points and information that improved operational effectiveness.• Led a cross-functional team that reduced the costs of NA Mobile Provisioning by $1M annually (~15% cost reduction), while improving end user features• Engaged key stakeholders to review IT operational performance and support, and fostered trust through detailed RCAs and the implementation of CAPAs• Led the execution of the strategic roadmap (mobile transformation, cloud conversion, etc.) by aligning IT and business transformation objectives

Reported to the SVP of Financial Management Systems, leading programs and projects to deploy new tools and reporting platforms to Finance. Improved the perceived value of project management, resulting in the creation of a Program Office and hiring of additional project managers.• Coached, mentored, and developed a group of project managers through sharing sessions and one-on-one discussions• Developed and maintained the FMS Program Roadmap to ensure alignment with customer expectations and that our priorities support our short-term and long-term goals• Collaborated with the project and functional managers to align resource requirements and allocate staff based on the agreed priorities• Increased the success of projects by tracking, reporting, and governing them to ensure that best practices were being followed and that key stakeholders were being engaged• Maximized the investment of our time, resources, and budget by assessing, approving, and guiding the projects that best support our objectives• Improve customer awareness and satisfaction through effective and insightful program and project communications, including upcoming challenges, key achievements, and future impacts

• With minimal direction and much ambiguity, managed technical projects from requirements definition to end user acceptance• Led multiple projects simultaneously, ranging in complexity and team size, through development of strong relationships with my teams and honing my understanding of the subject matter• Improved the overall project management capabilities of the group by maturing behaviors through the creation, deployment, and training of new best practices and frameworks• Resolved conflict and issues within the team and the project scope through effective facilitation and the promotion of collaboration• Acted as the central point of communication with key stakeholders and senior management for project updates, change management, and decision-making (translating project/technical discussions into information relevant and understandable for management)

• Worked with various program departments to lead the development of forecasts (labor and material), baselines, schedules, and processes/procedures.• Directed, mentored, and trained a team of financial analysts, as well as assigned responsibilities and reviewed high-priority deliverables.• Significantly reduced the amount of errors and inaccuracies of data and reports through the continuous implementation of financial controls and process improvements.• Increased program awareness and foresight through the presentation of weekly/monthly metrics and status reports to senior management, project teams, and DoD personnel.• Delivered on stakeholder requirements and enhanced final products by advising senior management and the project team on the most appropriate actions to take.• Kept projects under-budget by monitoring potential risks and communicating action plans to mitigate and avoid negative impacts.• Collaborated with a cross-functional team to recover $3 million in contract overruns through extensive analysis of labor and material contracts with our vendors.

• Assigned as the lead financial analyst on the Littoral Combat Ship (LCS) Post Delivery program.• Created multiple databases, reports, and processes that greatly reduced administrative cost.• Developed comprehensive procedures that allowed the team to work on a common platform and increased overall efficiency and quality of work.• Improved maintenance of budget reserves and worked with the project managers to utilize funds to enhance opportunities and reduce risk to the program.• Designed and maintained extensive funding depletion reports, analyzed labor returns, audited sub-contractor invoicing, and performed extensive ad hoc analysis.• Worked with the Program and Project managers to maintain management and contingency reserves, contributed to the development of proposals, and provided financial advice.

• Assigned as the lead financial analyst on the Littoral Combat Ship (LCS) Interim Support Program.• Managed multiple EVMS systems: established projects in cost/project software, developed work breakdown structures and control accounts, maintained Performance Measurement Baselines and Estimates At Complete.• Created and submitted multiple financial deliverables (CPRs, CFSRs, and CDRLs) to the DoD for labor/material actuals, estimates at complete, earned value, as well as milestones and schedule progress.

• Spearheaded the collection and documentation of customer requirements and expectations to develop a work breakdown structure and accounting system that facilitated robust reporting.• Implemented advanced earned value management systems and reporting that provided the project team with work performance and variance information.• Accomplished on-time delivery of project by contributing to the creation and sustainment of the schedule.• Supported the development and maintenance of the GWAVE WBS in accordance with the Project Playbook, and performed schedule analysis to support program objectives.

• Participated in weekly design reviews and documented all action items and necessary corrections to ensure customer acceptance of deliverables.• Performed extensive performance analysis and earned value management functions for the engineering and design departments.• Pioneered the conversion of hard copy metrics and reports into databases and dashboards.