Leading a product team through the development of a Palantir Foundry-based ERP application scoped to streamline how Shift4 takes products to market, manages product inventory, executes order fulfillment, accelerate M&A integration, and much more. Managing an SI team through the assessment, design, build/config, and deployment of Oracle Fusion ERP to serve as the engine of our ERP app.Driving the integration between Salesforce, Oracle and Foundry to automate the transfer and creation of customers, orders, and products across the Order to Cash (OTC) workflow/tech stack.Exploring AI solutions to facilitate business analytics through Foundry AIP.

Led the launch of the S7 platform company by integrating 5 acquired entities through a $160M PE investment targeting a 5x exit. Drove the build of S7’s infrastructure while scaling revenue organically and through new digital products by $30M.• Implemented an agile-based portfolio governance model to manage 50+ shared services projects across IT, Finance, HR, Legal and Marketing; deployed MondayDev to track the performance of project OKRs/KPIs.• Developed a global Workday implementation roadmap to consolidate HCM across the 5 BUs (700 employees). • Designed S7's Salesforce Sales Cloud strategy focused on standardizing business development, enabling cross-selling between BU’s, and producing quantitative insights into the health and performance of its $90M pipeline. • Deployed a collections task force that resulted in a $5m (30%) reduction in unpaid invoices in just three months.• Drove reprioritization of Intelligence Fusion product backlog to enable a 40% increase to FY24 revenue forecast. • Led go-to-market strategy development of S7U, a subscription-based platform with a $10M Year 1 revenue plan.

• Transformation Manager for a PE firm’s $11B post-merger integration; developed a 2-year transformationroadmap, facilitated design sessions with IT and finance, and implemented a TMO governance model.• TMO Lead for $250M digital transformation for an $18B global tech company, implemented the program’s governance model and deployed a digital framework to prioritize funding to develop AI/RPA-powered solutions.• Strategy Lead for a joint venture between $20B and $48B HVAC manufacturers; drove the development of the JV’s product launch roadmap and led analysis to determine support investment and elimination of legacy private labels.• PMO Lead for a Workday deployment for a spun-off $14B ag-tech company as part of its $20M+ HRTransformation; led client’s Salesforce deployment and launch of 5 global HR contact centers.

• Managed MetLife’s Group Voluntary Work Benefits 2nd sales strategy for both National and Regional market segments. Book of business valued at over $370M with a sales goal of $100M for 2016.• Led an initiative that enabled an additional $1M in revenue for MetLife's Accident & Health insurance portfolio through more effective digital marketing and advertising solutions and introduction of new, more in demand A&H products.• Headed the development and launch of MetLife’s mid-year enrollment legal insurance program with a 2016 sales target of $2M.• Partnered with leaders from the finance, marketing and sales organizations to develop the 2017 sales pipeline for 10+ sales products along with their respective financial targets.• Led the implementation of SalesForce.com to manage the MetLife 2nd Sale book of business which allowed for increased collaboration among various internal sales organizations and business partners while driving efficiency through centralization and introduction of new features and capabilities not available through the prior tool.• Implemented a change control process that improved existing record keeping process; eliminating opportunity of wins not being registered, thus reducing risk of MetLife not receiving sales revenue.• Provided numerous training sessions on topics such as but not limited to introduction of new sales campaigns and products, redesign of new, more efficient business processes, and the implementation of new technologies.

• Advised senior executives on organizational redesign, new job descriptions, recruiting strategy, documentation of processes into a centralized repository, onboarding of employees into hub locations, new hire knowledge transfer and incumbent offboarding.• Headed the design of the transformation program’s governance model: change control, issues & risk management, roles & responsibilities, and status reporting.• Led a team of junior project managers who supported the execution of projects I managed. • Facilitated the management of multi-million dollar state grants offered by Florida and Oklahoma to fund new employee training programs.• Oversaw the implementation of the Clarity PPM to centrally and collaboratively manage over 100 project plans; removed thousands of dollars in MS Project licenses for the entire project team and eliminated thousands of hours effort through automation.• Led monthly operational reviews meetings with senior finance leader to review overall health of the IPAC transformation. • Partnered with Internal Audit and Internal Controls to develop reports for the Verizon’s CFO of Financial Operations on the transition of the numerous SOX and internal controls from incumbent employees to new hires.• Completed Verizon’s Lean Six Sigma (VLSS) training program. Participated in a workout session that drove the consolidation and standardization of commission processes between the Wireline and Wireless organizations.• Interviewed candidates for roles within my team; provided training and mentoring to new hires.

• Led an international (Argentina, Brazil, and India) vendor consolidation and transition transformation effort; reduced vendor costs and streamlined processes.• Led the development of status reports for a multi-million dollar IT transformational initiative to mature the sourcing strategy for all of MetLife’s IT division. • Managed the monthly presentations on financial performance, operational metrics, resource utilization, partner relationship evaluations, etc. for the MetLife’s Application Development CIO.• Oversaw several departmental training sessions for audiences of over 300 people.• Facilitated an executive sponsored summit for senior leaders on sourcing initiatives.• Served as the department’s SharePoint administrator and oversaw the implementation of various SharePoint features to improve departmental communication, management of projects, KPIs, and knowledge transfer.• Head of department’s quarterly newsletter team with a staff of 10 authors.• Mentored summer interns; conducted weekly meetings to offer counsel and support.