Responsible for the effectiveness and delivery of portfolio management, governance, quality management, demand management and delivery enablement for enterprise-wide IT portfolio exceeding $300M annually. • Led the Technology Portfolio Management Office m focused on financial management & portfolio balancing, technology delivery, methods & tools, resource management, portfolio dashboards & reporting • Functioned as the strategic business leader of enterprise portfolio management and directly provided leadership to teams responsible for engaging stakeholders to prioritize IT demand • Provided portfolio and IT delivery performance metrics and recommended solutions for improved outcomes • Responsible for the definition, execution and evolution of the delivery enablement strategy and roadmap focused on improving quality, efficiency and effectiveness and increasing value delivery • Responsible for driving an integrated end-to-end delivery approach including traditional waterfall and agile methodologies • Led agile transformation focused on changing delivery ways of working by enabling flexible, collaborative and self-organization principles and practices • Served as product manager for enterprise PPM tool (Clarity/MS Project Server) and JIRA including integrations with key applications to support IT delivery (Service Now, Confluence, Peoplesoft, Apptio, Fieldglass, Workfront, SharePoint); Responsible for strategic product roadmap and overall delivery to and support for end-users, globally • Established the curriculum and training cycle for a comprehensive professional development program for project management and agile delivery

Drove high priority, complex initiatives to achieve delivery and operational goals/objectives, while focusing on the development and implementation of end-to-end delivery policies, processes and tools that contributed significant value to the overall performance of Global Technology (GT).* Led GT PMO, Delivery COE and Agile COE teams to drive accountability, create buy-in, demonstrate transparency, streamline processes, drive consistency, oversee governance, monitor compliance and deliver process training * Served as Clarity and Rally Product Manager and developed robust system strategies to drive traditional/agile delivery consistency and efficiency across IHG (>1000 users for each system)* Accountable for tracking demand and capacity for all technology ideas and projects ensuring that all time and future demand is accurately recorded to produce metrics that allow for appropriate scaling of IT staffing levels (>1000 resources supporting over 1200 ideas/projects for $104M portfolio including Maintenance, Committed Capital, GT Capital)* Built effective strategic relationships with Global Technology, Brands & Marketing, Channels, Revenue Management, Hotel & Owner Solutions, Finance, Procurement, and General Counsel/Data Privacy departments, while maturing Delivery Enablement to drive effective delivery practices at a time of transformation and growth

Led and managed multiple, concurrent COE transformation programs to enhance the overall performance of the organization. Leveraged enterprise-wide information to realign the core functions of GSD internal business operations to achieve maximum productivity.* Managed team of Program and Project Managers delivering Global IT portfolio initiatives in a bimodal framework* Drove IT optimization and the evolution of delivery processes, tools, and governance to increase efficiency and improve quality* Implemented and seamlessly managed the process, tools and executive forum that heightened the visibility into the $41M committed capital portfolio to support business demand and drive technology’s ability to plan resource capacity associated with project delivery for more than 120 business initiatives* Streamlined planning and budget control processes for the $34M maintenance portfolio, working closely with delivery and finance executives to ensure budget objectives are met* Drove the definition and rollout of a standard, concise IT delivery effectiveness metrics that enable continuous improvement, create/demonstrate value and are consistently measured and reported.* Led cross-functional senior leadership/executive delivery team to develop and implement a bimodal framework for end-to-end project delivery for Traditional/Waterfall, Agile and Hybrid methodologies.* Accountable for maturing the cross-functional program/project management capabilities to clearly articulate project success, consistently measure program/project performance and make the delivery of projects more predictable.* Designed and developed training programs that supported the overall technology ways of working

Planned and managed the enterprise quality assurance effort for a provisioning platform replacement program targeting five internet, phone, cable and security products for more than 6.2 million customers.* Managed cross-functional team directly impacting 27 resources; Served as liaison between product teams, application development and quality engineering teams* Oversaw the mitigation of risks across the program by analyzing trigger events, establishing contingency plans, anticipating and managing dependencies affected by ongoing scope changes

Accountable for overall program management and governance for multi-million dollar IT transformation initiatives coordinating cross-functional teams to achieve product readiness & delivery objectives.• Identified the process, financial and people factors that drove value and supported program delivery for a new 24/7 Customer Care Center of Excellence for Comcast.• Shaped a PMO project planning cross-functional approach to the audit system platform replacement program using Agile Delivery Methodology for the Ernst & Young, Performance Improvement Practice.• Managed the roll-out of the technology-wide standard delivery methodology and gating process for end-to-end solution development for the Cox Communications Technology PMO.• Established strategic planning and governance framework for IT program/project delivery to support enterprise collaboration for insurance product implementations for MCIC Vermont.

Increased productivity for all projects and delivered cost savings by creating project delivery and support consistency across IT projects for five product organizations (Pepsi, Frito-Lay, Tropicana, Quaker, Gatorade).* Led team responsible for enterprise-wide governance, process and methodology* Managed multiple cross-functional program objectives, scope, and schedules to ensure deliverables were on schedule, within budget, and met or exceeded customers’ expectations* Set annual program strategic and annual operating goals based on industry experience and company operation model and completed annual financial planning cycle for program funding

Managed blended teams involved in the development and implementation of enterprise-wide projects including mainframe and web-based applications that supported data integration to data warehouse/BO universe.• Managed enhancement requests to web-based advertisement applications for AutoTrader.com.• Managed projects end-to-end for Corporate Psychology Resources to support a web-based talent management system.• Accountable for the re-write of mainframe Medicare payment processing application to new SQL Server/.NET application for the Florida Agency for Persons with Disabilities.

Built & managed PMO team that delivered quality projects, provided metrics & reporting and implemented process improvement.• Managed overall adherence to service level agreements for budget, resource capacity, production defect identification and tracking and quality management.• Developed strategies and implemented processes for Work Entry, Requirements Development and Management, Estimation Coordination, Release Management, Demand Management/Resource Allocation, Defect Management, SOX & Process Compliance (CMMI and ITIL), and Metrics Reporting.

Development Lead responsible for enhancement, release deployment and support of inventory systems for scheduled and just-in time auto parts delivery to automotive plants world-wide.