A liaison between AES Clean Energy IT and Operations. Ensuring technology is being developed to address end-users requirements. Coordinating and leading activities that drive adoption, utilization, and realization of project goals.Current Projects:-Leading agile enhancement process to SAP Fiori solution for work management. Delivered over 100 end-user identified enhancements in 2024.-Leading 4 Artificial Intelligence(AI) pilots in Operations covering the utilization of Generative AI, Robots, Satellite Imagery, and a Digital Twin.

As a Senior Manager in Peloton’s Enterprise Change Management (ECM) practice, I worked with the practice to build and grow Peloton’s change management capabilities, offerings, and team member skills. On the client side, was the change management lead at a global service provider in the implementation of Oracle HCM and ERP. Worked with senior leadership to create a plan that made employees aware and motivated to embrace upcoming system changes that would improve employee user experience by automating complex, manual processes.

Senior Consultant in Deloitte's Human Capital - Organization Transformation business area. Focused on Digital & Cloud enablement projects to ensure end-user adoption and realization of benefits at the individual and enterprise level.

Led change management initiatives in Xcel Energy's Innovation and Transformation Office. Partnered with leadership and management to define project vision and value definition, identify impacts, promote organizational alignment, and take appropriate actions to drive adoption of new agile technologies in a “growth” mindset.

Senior Consultant in Strong-Bridge Envision’s Organizational Change Management practice. Major project roles:- Change Manager on implementation of SAP EAM for global Fortune 500 company. Responsible for creating and executing the OCM strategy to move 11 plants and over 5000 employees from varying systems and processes to one-way of business. Project goals include retiring legacy systems, standardizing processes, and sustaining measurable efficiency gains in supply chain and assessment management. - Change Manager on Salesforce implementation in Canada and UK&I for Fortune 500 CPG company. Collaborated with Business and IT leadership to develop change management, training, and communication strategy to drive adoption of new tool and processes utilizing an Agile and Minimal Viable Product (MVP) implementation methodology. In 9 months, the project accomplished moving the entire sales organization onto new platform, retiring legacy systems, and exceeding enterprise sales targets for the year.

Led the commercial launch of OrthoFi and was responsible for the implementations and utilization of software at clients; ensuring new processes and procedures were adopted by practice staff members. Provided ongoing coaching to clients until planned benefits were recognized by business owner. - Implemented and sustained SaaS solution at over 60 clients across the country. On average, clients experienced a 14% increase in growth year over year.- Defined and developed implementation and change management strategy for onboarding clients. Reduced original implementation timeline; while creating measurable, faster adoption.

Projects focused on: Organizational Change Management (OCM), Process Improvement, and Training and Development. - OCM Lead on a global 3-yr project that integrated six companies, roughly 30,000 employees, through implementation of SAP EEC 6.0. Created project Organizational Alignment, Leadership Engagement, Communication and Training strategies and led team that executed the plan. Partnered with C-Level Executives on the project Steering Committee to ensure business and project objectives were met. - Created and managed the Change Management Office (CMO) that supported the outsourcing of the Texas Department of Transportation’s IT department. Designed and executed the organizational change management strategy used on all IT projects (34) to ensure awareness, understanding, learning and sustainment of project goals. In one-year, increased employee satisfaction with the IT department from 66% to 85%.

Served as an Operations Manager for the largest general contractor in the tradeshow, convention, and corporate events industry. Led the pre-implementation planning and budgeting; managed the implementation and dismantle union labor; and responsible for overall exhibitor and client satisfaction for some of the largest annual tradeshows in North America: Homes and Housewares, Plastics, Radiology Society of North America (RSNA), etc. - Served as branch Lean Champion and oversaw implementation of lean initiatives at the branch level. Lean initiatives saved the branch over 1M and company-wide savings were over 5M.

Worked directly with the Vice President of Operations, and was accountable for the development and delivery for all training in the Operations Department: 28 offices in North America and over 36,000 part-time and full-time employees.- Opened corporate university, Freeman University. Created and managed curriculum and training for all career paths in operations. Oversaw train the trainer program.

Served as a consultant on a team that specialized in analyzing, developing, and implementing operational strategies that drive superior results in quality, delivery, service and business economics. - Installed complete Management Operating and Control System in Fortune 100 Company that resulted in 30% reduction in labor during the program and led to continued labor costs reductions of 20% for a two years period.

Served as a consultant on a team that focused on business process optimization.- Served as an instructional designer and instructor on a team that produced classroom training, job aids, and educational programs for complex adult learning on SAP R/3, Active Project and Expedition. - Served as a business analyst and instructional designer on a team that created an Electronic Performance Support System. Collaborated with SAP software contractors and client subject matter experts to create standardized business processes, procedures and work instructions across four functional divisions within the organization.