As Senior Manager for the Agile Infrastructure Program delivery, I serve as an Infrastructure Product Manager (IPM) for CVS SAFe (Scaled Agile Framework) programs to assess infrastructure needs for business solutions, providing detail estimates for infrastructure components and platforms. Partner with business program leaders on infrastructure financial details to ensure costs are budgeted and charged accordingly. • Serve as Scrum Master for the Infrastructure Portfolio Delivery Services (IPDS) Reporting and Analytics team, facilitating the development and delivery of Business Intelligence (BI) reports. In addition to reporting the team has delivered a resource allocation system utilizing PowerApps. Led the team in continuous learning and adoption of agile practices to achieve effective delivery flow.

As Scrum Master for the Infrastructure Portfolio Delivery Services (IPDS) project, managed the SAFe agile ceremonies as a servant leader to the team. Led improvements in communication and collaboration in a trusted team environment, championing product delivery for the product owners, providing agile coaching for the team, providing status reporting for leadership, and representing the team as the Scrum Master for the SDI Automation Agile Release Train. • The IPDS Process Integration project focused on the delivery of an Integrated Infrastructure request process, which included unifying the CVS & Aetna Intake processes into one which leverages the best of each, creating a Tracker tool to enable Infrastructure Implementation Managers (IIM) to track status of infrastructure delivery on projects, and the development of the Infrastructure Catalog and Estimation workflow in ServiceNow which leverages the IPDS Intake Process to provide an efficient, streamlined, single-source process for Infrastructure Estimations for the Enterprise.

As Program Manager and Scrum Master for Boeing Distribution (formerly Aviall Services) and Boeing Information Technology and Digital Analytics, managed numerous projects utilizing both agile (SAFe) and traditional project management methodologies providing program leadership and planning. Implemented a variety of projects from major corporate business system implementations and IT infrastructure upgrades/enhancements to key business process and procedural changes. Collaborated with team colleagues and management to define and implement the PMO practices and served on the Scrum Master Community of Practice. A servant leader whose strengths include cross-team collaboration, team development, project management, and effective communication. • Championed and managed a critical two-year project to replace the existing Boeing Distribution (BDI) Supply Chain forecasting and planning software with Service Parts Management (SPM), for improved planning, forecasting, and inventory optimization across the distribution network. • Managed the Repairs Management project as both the Project Manager and as the Scrum Master. Utilized the SAFe (Scaled Agile Framework) scrum methodology to lead the project scrum team to develop and expand the SAP transaction suite for Repairs Management, as well incorporate system integration with Aeroxchange Repair portal system (AeroRepair) to provide a more efficient, automated workflow process for the repair shops users and greatly improve data flow through BDI to the customers.• Successfully managed the first major SAP Upgrade of Aviall Services’ SAP enterprise system since the initial business Go Live, coordinating with the IT and Business organizations. Coordinated each phase from development through production, communicating across the corporation and up to Boeing. • Led initiative to create and implement corporate eCommerce/EDI strategy for Supply Chain Order Management utilizing Aeroxchange platform.

Managed projects that provided infrastructure/virtual compute solutions to large and mid-sized enterprises in adherence to Fujitsu’s Project Management standards and practices. • Led the implementation of Infrastructure as a Service (IaaS) and Cloud computing for a Fortune 500 client, which allowed them to consolidate their internal systems and provide an updated, stable platform capable of future expansion. • Directed the redesign and transition of a large client’s existing virtual compute environment into the Cloud infrastructure, providing a more robust virtual environment.• Delivered a private Cloud infrastructure environment for an international company, which was a critical component in their service management and delivery operations.

Project Manager for Bell’s Business Systems Modernization. Collaborated with team members to maintain current status information on deliverables to better track progress and identify issues early. Facilitated process team meetings for the process team manager by presenting schedule metrics and status information on project deliverables. Led meetings in the absence of the manager. Facilitated Project Change Requests (PCR) for the process teams and coordinated the requests through the approval process. Implemented team SharePoint site to enhance team communication and documentation. Developed an integrated process to support daily metric reporting from multiple sources, which greatly reduced the effort to create the reports and improved timeliness and accuracy. Mentored interns with support tasks in the project environment.

IT Project Manager leading cross functional teams on a wide range of web and backend projects supporting TI’s Semiconductor Sales and Marketing Information Technology. Responsible for defining project requirements, attaining resources, defining budgets, maintaining communications and ensuring the projects are completed on time and within budget.

Directed the America’s B2B Operations team in development, support, maintenance and upgrading of TI’s B2B infrastructure. Responsible for the operation and integrity of TI’s B2B infrastructure, which provided an automated and secure infrastructure for document exchange with its customers and contributed to the critical success of TI’s businesses (sales, distribution, finance, HR, etc.). The B2B infrastructure provided a repeatable, standardized process to exchange electronic business documents using industry standards and helped improve data integrity, accelerate business processing (e.g. orders) and reduce processing costs for TI and its customers.

Led TI’s EDI (Electronic Data Interchange) Operations team, responsible for the daily production support of EDI infrastructure, document processing and data delivery. Was the Key technical lead and Subject Matter Expert to Accenture on a project to transition TI’s EDI/B2B environment from legacy to UNIX in support of TI’s implementation of SAP R/3.