Led and coached a team of 9-12 project managers in the role of traditional project manager and/or scrum master. These resources led teams to deliver capabilities and features to meet the business strategic roadmap within schedule and budget parameters. Established best practices within the team for project management and held scrum masters accountable to the Agile values and principles.- Managed performance (goal setting and feedback reviews) for Project Managers in the role of traditional project manager and scrum master- Established consistent project management best practices, including status reporting, risk and issue management, financial management for the team. Periodically, review for continued improvement. - Servant leader to the team as the organization transforms from Waterfall SDLC to adopt the Agile mindset to deliver outcome over output.- Responsible, as Program Manager, for a small program ($2-4M). This includes: defining the strategic roadmap in partnership with the Product Owner and Tech Champion; managing and updating the roadmap in Portfolio for JIRA and the oversight of delivery by the scrum teams; and the financial management of project initiatives.Led team supporting the Portfolio Management team to prioritize, plan and monitor program and project financials on a monthly basis. The team governed project forecasts and budgets (expense and capital) on behalf of the delivery teams reporting to four vice presidents. Partnered with Portfolio Team to plan and monitor the creation of new project investments.- Supported all phases of the monthly project forecasting including resource projections and explanation of project budget variances.- Developed, motivated and empowered team to meet timelines and drive process improvements.

Led large multi-vendor cross functional team that delivered multiple releases of a point of sale application to 130 Canada stores, supporting store operations and financial team requirements. Each release project team required 60-70 people in 4 countries and a budget of $6-7 M ($18-20M per year). Communicated project status to stakeholders at all levels of the organization, including Risk Management plans. Collaborated with application support partners for knowledge transfer and transition of application to support after successful deployment.

Delivered multi-million dollar custom software releases for both Domestic and Canada Stores to support store operations and marketing business functions for promotional signs, store shelf labels and clearance price tags. These releases were delivered on time and within budget. Coached and directed 5 project managers in delivering concurrent projects within both domestic and Canada stores portfolios. Managed technology roadmap for both Canada and Domestic signing applications.

Led 35-member technology team in Bangalore, India, consisting of project managers, team leads, technical architects and Java engineers in creating custom software solutions that delivered business objectives for Target’s supply chain. Managed resources that met project demand and overlapping releases driven by technology and business partners in Minneapolis. Partnered with peers in Minneapolis, prioritizing business objectives to optimize team productivity..

Managed a portfolio of projects and project resources (team members and contractors) that delivered custom software solutions to internal cross-functional business team, consisting of business partners from Customs Imports and Trade Team and Financial Management teams. Partnered directly with business partners in prioritizing business opportunities and leading team to deliver against those priorities.

Partnered with business partners to create and document business requirements for an internal application supporting the International Trade and Import team which included the customs brokerage team, supply chain and financial management for direct imports. Guided the technology development team and testers to ensure the requirements were met and delivered to the business partners.