Responsible for leading a cross-functional product, program, UX research, UX design and engineering teams that develop and deliver distinctive and differentiated Oracle Cloud customer experiences.

My responsibility has increased to include tenancy creator and accounts platform services for OCI. This new scope brings together the Cloud tenant management - which is the coordination and administration of a cloud tenant throughout its entire lifecycle to provide OCI developers with a secure, efficient, and fitting working basis in the cloud. I am now responsible for the lifecycle of a cloud tenant, in which a tenant is configured, users are invited, resources are provisioned and at last, everything is de-provisioned again. The creation of the tenant is now part of my software service scope.

I continue to have responsibility for the subscription management services that support our Oracle Cloud business. But I have recently expanded my responsibility to include tenancy level management and how subscriptions are associated to a tenant, along with the hierarchical relationship between a parent and child tenancy (organizations). In this new and expanded role, I will be bringing together the logical dimensions of subscription data with cloud tenancy data by building more robust architectural patterns that enhance our cloud customers' experiences with OCI.

I run the engineering and operations for our subscription plan management platform. This platform is responsible for the lifecycle changes tied to a subscription plan, the rating and computation services that monetize usage of our IAAS and PAAS offerings, and the consolidated billing runs that are necessary to render a customer invoice. These are critical business and SOX regulated capabilities that sustain our Oracle cloud business.

Commerce engineering capabilities (1PP): consumer purchase/transact; modernizing core platforms, order management and subscription lifecycle management, partner network and B2B transacting, UX/UI portal properties supporting our partner landscape

Responsible for SAP programs across all lines of business at Microsoft. This includes: Finance, Supply Chain, HR, Professional Services, Master Data, ERP Central Processes, Commerce Order-to-Cash. Focusing on business transformation by utilizing SAP capabilities where possible. My goal is to:1. optimize production run costs to achieve YoY deflation2. increase business and employee productivity3. accelerate go-to-market Microsoft-product launches4. ensure financial compliance across all revenue-relevant events5. streamline end-to-end processes for the company. I lead a team of 40+ Redmond Engineering PM professionals along with 700+ suppliers and am responsible for a $165M portfolio.

Mission - Driving a simplified tech stack across our Microsoft commerce landscape by utilizing SAP capabilities where appropriate. Directing the technical strategy and leading the team responsible for the SAP landscape covering multiple lines of business: which include OEM, Volume licensing, High-volume online sales (consumer & commercial). Additionally, I am responsible for the adjacent financial functions that are coupled closely with commerce Order-to-Cash functions: these include inter-company transfers that comply with global tax policies and reduce exposure for the corporation as well as landing our new hitech policies for revenue recognition.My team includes 30+ employees and 200+ strategic suppliers. Our commerce SAP portfolio includes over $54M across investment/grow efforts to enhance and build out new capabilities to support these business lines along with 'run' operations that keep the production environment health.Current focus is on cultural and service transformation at Microsoft. I am pushing the following 3 pillars in the work we do: AGILE operations, DevOps, and SAP product management (this includes making SAP practices a showcase in the industry using Microsoft technologies - SQL, Application Insights/.NET & Azure).

Driving IT transformation across the sourcing and materials supply chain divisions. Combining data analytics with big data technologies to master legacy systems. Strategizing our shift from legacy components to become ERP-ready.Identifying synergies across the sourcing and materials' digital footprint.Enhancing our position with the supply base and building our supply chain web presence.

Responsible for a global team that manages the IT applications and IT support for the Aviation Sourcing Division. Focused on driving IT strategies and continual process improvement across the group while responding and resolving IT issues quickly. Strategic focuses include enhancing and evolving the Aviation supplier collaboration experience, streamlining and standardizing the direct and indirect procurement processes, and reinvigorating sourcing analytics.

Responsible for the IT systems in the test process space for Aviation, Energy and Transportation. Leads a global team that delivers new application development projects and executes IT operational activities on the IT tools that support the business processes for engine, locomotive and gas turbine engineering tests.

Facilitates and participates in lean action workouts, mentors and guides colleagues on how to use six sigma to implement process improvements, focuses on cost out in engineering IT overhead functions, and manages the organization's productivity portfolio, QMIs and digital cockpits.

Worked to simplify and consolidate our engineering software PO agreements, contracts and license pools. Focused primarily on portfolio simplifcation and overhead cost out. Managed over $25MM in software renewals and saved the company millions in both software cost savings, avoidance and productivity benefits over the three year period.

Leadership development program that consists of four, 6-month assignments that require you to support different functions of business (supply chain IT, services IT, customer service & product support IT, CTO office) while placing an emphasis on technology, project management, technical expertise, organizational leadership.