Developing athletes with modern training methods and sport science. Knowledgeable athletes train smarter and know how to race well. All programs support a wide range of ages, and levels of athleticism. Both men & women are supported equally in their development. Success is all about consistency and sport specific knowledge. Focus: Swimming. Cycling, Running & Multisport.

Led the Global Cross Functional PMO that governs all strategic and priorities for Publicis Groupe Shared Services: Finance, Legal, Facilities, Payroll/Benefits, and Global Mobility.Oversee the development of global process re-engineering objectives for R2R, P2P, O2C processes. Developed future state process flows, investment cases, selected vendors, and established implementation teams.Migrated financial reporting, collections, client billing, & accounts payable transaction processing to low cost markets from multiple high cost market globally. Documented current state, and developed future state detailed processes and procedures, and conducted knowledge transfer. Managed the simultaneous financial operations integration to shared service and merger of business units comprising 3500 employees. Integrated operations across 20 offices: transitioned financial transaction processing to low cost markets, realigned agency and shared service center roles and responsibilities with Groupe FMC model, transitioned vendors and clients to new procedures, centralized all employees on a single payroll & benefits platform, and normalized travel and expense policies and procedures. Established global project oversight and accountability framework for all strategic programs and multi-year multi-million dollar savings objectives. Drove efficiency for delivery teams by simplifying and restructuring all executive reporting on a global basis. Established a new Global mobility function within shared service to enable the consistent management of all international assignee's, and Groupe strategy of Power of One. Standardizing global processes for the management of tax, immigration, compensation, and assignee experience across 80 markets.

Led the Americas region PMO responsible for both region wide project governance, and IT strategic project delivery. In 2016, span of responsibility expanded to all shared service functions and countries: IT, accounting, benefits/payroll, treasury/risk, and real estate management.Supported an aggressive acquisition, reorganization, and lease consolidation strategy. Managed over 50+ move/restack, and construction projects annually. Aligned IT budget to optimize Groupe capital spend. Developed the technology blueprint that guides all real estate projects.Managed an aggressive multi-year technology investment in Wi-Fi, VOIP, Box.com, Office 365 and Cloud platforms secured through a single Active Directory environment. Led the US roll out of new payroll department capabilities and offerings to 35,000 employees and 200 HR professionals.Developed highly repeatable delivery methods: Cost estimation, architectural review, and implementation. Comprehensive communication and change management approach. Focused on strong follow-through on post implementation customer support.Established Key PMO processes: Red/Yellow and stakeholder project reviews, status reporting, and resource planning to supplement existing processes, project intake, and project closure. Built a central knowledge base in Box.com for project materials and ongoing retention.Managed an active plan to build and optimize bench strength in a resource constrained environment. Built job descriptions, formalized career progression for project management roles, and established performance expectations. Bench-marked roles and salaries. Led focus on succession planning, team development, compensation planning, and strategic hiring.

Appointed to lead the ITIL Service Management program for a 300+ IT support organization with the charge to turnaround IT operations performance. Led a program to progressively mature IT operations. Over 3yrs, reduced multi-user impact to North American customers by 80% by decreasing severity, frequency, and outage duration. Increased CSAT to 96% and reduced Mean-time-to-resolve for single user incidents from 4+ days to ~4hrs.Oversaw continuous improvement and IT service financial management. Led the IT organization through the development of new services and capabilities. Facilitated discussion on IT investment priorities. Improved transparency and customer control over IT expenses and drivers of cost.Led IT Crisis Management Response team for North America. Developed Crisis Management and Disaster Recovery playbook. Executed table top exercises. Led IT response and communication through Hurricanes Sandy & Irene. Centralized coordination among all impacted Business Units. Mature IT incident, communication, and change processes resulted in a well-coordinated and robust response during both events. Led Telecom Service to address aged infrastructure, resiliency, and service costs. Developed team and transformed the maturity and business value of the Telecom capabilities. Developed a multi-year investment and operating program to transition away from 70 traditional PBX properties to Cisco VOIP. Reduced annual operating expenses by $800k annually in first 2 years. Responding to growing mobility, disaster recovery, and teleconferencing and collaboration needs and costs, led future-state Unified Communications evaluation. Established a global team to select future platform direction. Vendor selected, business case and multi-year investment plan developed.Built a project and portfolio management discipline for the delivery of building moves to support the Groupe strategy of real estate consolidation.

Led the effort to define a new service desk model for North American IT operations. Insourced Service Desk operations to address poor performance of vendor-sourced approach. Built business case and established a new model focused on upskilling and developing first contact personnel. Drove up service desk first call resolution rates to 70% and simultaneously decreased cost/incident handled. Achieved CSAT ratings of over 96% and saved $1mm annually in service desk costs.