No two clients are the same. There will always be overlaps and similarities, but the correct mix of technology and solutions will be unique to their individual objectives. My time in this role has allowed me to draw from lessons learned and skills developed in each of my prior roles to date. Partnering with our Account Executives, Product organization, Strategic Alliances, and other cross-functional teams, I aim to provide a cohesive perspective on what that optimal mix could look like.Keeping an eye on profitability and empowering the success of strategic partners is also a key area of focus. Working directly with some of our startup Prop Tech investment companies to refine our joint go to market strategies, keep an eye on pipeline, develop standard SOWs and sales enablement materials have been critical to our success.Some of the solutions and product domains I work within include industry leading IWMS platforms, IoT SaaS solutions, Workplace Experience, Occupancy Planning, Capital planning, Reservation Management, Smart Cleaning, Bespoke Business Intelligence and Analytics packages, and Advisory.

In this role I was assigned to our two largest multi-million dollar Strategic customers. During this part of my tenure with JLL, I ensured our customers achieved maximum value realization from the products and services they had procured. Staying engaged with key stakeholders through strategic touchpoints centered around on-boarding, product support, services, adoption, advocacy, etc. was critical to not only retaining them as clients, but to ensuring we were able to consistently make recommendations to mature their solutions stack at an appreciable rate.

I started my career with JLL with one of the more challenging assignments I have faced, establishing a comprehensive global business intelligence program for the Corporate Real Estate organization of a Fortune 500 Imaging company. Data was fragmented, inconsistently housed, of varying quality, and difficult to mine due to siloed global operating rhythms. After two months of building the right relationships, conducting interviews and developing a deep understanding of the current data landscape, I was able to put together a team that successfully defined and executed, for the first time in our history with this client, a global BI platform that provided the strategic insights necessary to impact over $20M in portfolio efficiencies over the course my three years in this role.Some of the more tactical elements of my day to day included operational oversight of all functional areas of the Business Intelligence team including selection of industry leading tool sets (Tableau / Alteryx / Power BI), data sourcing, integration, data warehousing and reporting (SQL). Our team earned the trust of our client’s CRE team by ensuring optimized delivery of information, analytics platforms, and innovative solutions.

https://www.flowercitywarriors.com/The Flower City Warriors Hockey (FCWH) program is a certified 501(c)3 nonprofit organization providing an educational and developmental hockey program for Veterans.Our Mission:To provide a recreational hockey team for military veterans, active military, reserves, and their family members in Rochester, New York. Rochester American Warrior Hockey was created to strengthen veteran community engagement and provide veteran camaraderie supporting a return to civilian life.

Research, recommend, and manage the enterprise-wide portfolio of initiatives, associated budgets, and resource capacity in support of the annual strategic plan. Define and implement metrics related to portfolio performance, resource availability, and adoption of Scrum. Support senior leadership team in developing the MVP strategy map, strategic objectives and key performance indicators. Develop best practices and processes for Scrum Center of Excellence. Coach, mentor and train in the use of tools and best practices across all levels of the enterprise.

Support, maintain, and develop processes, methods, and technologies used by project and account managers to analyze and collectively manage current or proposed projects based on key business drivers. Determine the optimal resource mix for project delivery and develop a rolling execution plan to best achieve MVP's operational and financial goals with respect to constraints imposed by stakeholders, strategic objectives, or external factors.Capacity PlanningDeveloped and maintain several dashboards that utilize SQL queries to drill into resource management databases and extract detailed capacity and demand information to forecast timing of future projects and staff augmentation budgets. Write reports as needed to analyze historical resource allocations by function across various project types to provide an estimation framework for future initiatives. Perform resource 'what-if' scenarios for senior leadership team to help drive change control and planning decisions.Strategic PlanningSubject matter expert for ESM Balanced Scorecard tool. Support executive leadership team by assisting in the development and maintenance of the strategy map, metrics, drivers, and charts. Portfolio GovernanceAdapted Balanced Scorecard tool to house all active and future projects within the enterprise portfolio to provide weekly status of progress against schedule, budget, and scope to stakeholders, and sponsors.

Research, define, implement and manage strategies and processes to support an ongoing IT planning process that accurately captures the departmental wide portfolio of activities and associated resource capacity and demand projected over the next 1-2 years.Tailored and implemented project performance metrics to observe financial trends and overall health. Baseline data was collected for each project every other week, Planned Value (PV) - dollars estimated to be spent, Earned Value (EV) - comparison between what the baseline budget says should be completed vs. what actually is completed (25% of cost is assessed at start of task, 75% is assessed at completion), and Actual Value (AV) - actual dollars spent. Built financial model and KPI dashboard which performed a number of ratio calculations utilizing this data.Lead coordination efforts with Resource Managers to develop departmental-wide portfolio of IT activities. Manage the portfolio metrics related to resource allocation and demand, such as ensuring work activities scheduled within the next quarter have identified resources, estimating allocation of resources across departmental wide portfolio of activities, evaluating resource capacity, and develop effective alternatives to offset resource over allocation.Review, analyze, and report on road map for IT work activities and overall impact to resource capacity. Present alternative solutions to the IT Leadership Team for when work activities should be completed based on resource capacity and IT budget.Manage small projects as needed such as application upgrades and IT work required for office moves.

Support the Level 3 Sales teams on large and/or complex transactions requiring interaction with external vendors. In a team environment, help sales drive more revenue by identifying the most cost and technically effective off-net solutions for new opportunities. ● Developed pricing models based on vendor contracts to provide automated quotes to sales. ● Cultivated relationships with partner vendors to procured least cost access solutions.

Selected to report directly to Company Commander and senior enlisted Marines. Performed ad hoc reporting and coordinated staffing and execution of projects as directed. Appointed to senior staff position responsible for oversight of organization’s data networks and IT Marines. I was tasked with three small projects in this role. The first was to properly inventory, and organize the unit’s data asset storage facility. I had to plan the various phases of sorting, removing, discarding, and organizing over $1M in data assets. I created a staffing plan and allocated Marines from other areas of operation. Project was completed in under the six months allotted and with fewer Marines than allocated. Second project was to coordinate and oversee the deployment of new hardware and software deployments as scheduled with contracted vendors. Again utilizing additional Marines, I refreshed and inventoried over 200 new computers throughout the Battalion in less than the 3 months allottedThird project was to update and track the required Information Assurance training for the unit’s 2000+ Marines. Planning took two weeks. Staffing plan provided additional Marines once a week. I coordinated and administered the new training. Project was completed in less than six months. ● Received Certificate of Commendation from Unit Commander for streamlining workflow processes and driving continuous improvement initiatives. ● Planned and lead small project to create standard reporting procedures, increased operational readiness by 50%. ● Awarded Navy and Marine Corps Achievement Medal for leadership and flawless execution of deliverables.

• Recognized correlations between key financial ratios and branch performance leading to promotion to assistant manager in one year. • Directly supervised two employees and responsible for daily operations of two satellite branches with a fleet of over 70 vehicles.• Increased fleet size, branch operating profit, and customer satisfaction levels through monthly analysis of branch financial statements.• Reported monthly financial data to district manager along with recommendations to increase efficiencies resulting in consistent decreases in variable branch expenses.• Consistently recognized as top sales producer in district.