Lead geographic teams of highly skilled Engineering and IT Managers to ensure the efficient delivery, project management (IT PMO), and service management (ITSM) of IT Infrastructure for Manufacturing Plants, including the next generation power transformers line, and the Corporate Offices supporting them.

Led complex, mission-critical IT programs and established 24x7 operations, developed processes as a certified FDA Auditor to ensure Pharmaceutical IT inspection readiness.First, carved-out and divested the acquired entities from their parents' companies during Merger & Acquisition initiatives via Transition Services Agreement (TSA). Second, merged the entities into one conglomerate.Outcome: Created the PMO Process and Procedure to migrate IT Applications, Infrastructure, & Security Products for the world's largest spine biotechnology company by merging three companies under one IT Operations structure with no impact to the end users and saved $millions in synergy.

Managed project delivery and major incident management of Cloud Infrastructure for customers to The Office of CIO Hybrid Cloud Platforms using Jira Agile Project Management and ITIL ServiceNow Service Management. Led the development of Watsonx Artificial Intelligence (AI) modules to automate and improve Cloud migration management using GitHub. Managed strategic M&A and IT Hypercare separation of ~300 application and infrastructure projects during IBM and Kyndryl divesture. Developed and managed the Major Incident, Problem, and Change Management processes for CIO Hybrid Cloud Division.

Scope was 100+ global projects worth over $70 million. Implemented and managed the Projects and ITIL Service Support model and ServiceNow for 59 GxP MES Manufacturing sites that include incidents, service requests, SLA authoring, and best-in-class customer satisfactions at the most appropriate cost. Achieved 98.0% customer satisfaction rating from demanding business stakeholders. Saved $15 million by moving services to the Cloud.• Drove initiative to build cross-company International Hub service desks and ITIL support solutions for 30,000 global users of Critical Applications. Developed and implemented holistic plan that utilizes best practices in Operational Support Analysis (OSA) and Service Transition (ST).• Led all development phases of department’s first Agile projects & service model. Created centralized service help desk based on ITIL. Developed support team and infrastructure including comprehensive metrics to track performance and improve results. • Developed and maintained lessons learned repository and captured, analyzed and published metrics as they pertain to Audits and Review to ensure high Quality Assurance and Quality Control.• Provided leadership for IT research and conduction of studies to benchmark best practices, ensuring the use of the most appropriate tools and technologies for Project Management success.• Implemented and maintained disciplined portfolio management, including methods for evaluating, approving and prioritizing projects and closing/terminating of projects. (PIAP – Project Initiation Approval and Prioritization Process, IT Portfolio Prioritization, Demand Management and Resource Forecasting Practices/Principles).

Managed GxP DevOps projects and services of multiple groups, including Nutanix, SAP ERP, Oracle, Docker Containers, Cloud Computing, Data Business Intelligence, Audit, and Infrastructure with 400+ IT Professionals working in the department. Displayed courage and accountability for oneself and motivated team members to innovate and integrate complex technical solutions projects for many GSK Critical Applications. Known as an escalation stopper.Established and led Agile project management processes including user stories planning, cost estimation, and stakeholders management.Responsible for Project audits to track ROI, measures and metrics and providing feedback to Vice Presidents; developed and maintained a lessons learned repository as well as captured, analyzed, and published metrics as they pertain to the PMO. Provided leadership for IT research and conduction of studies to benchmark best practices, ensuring GSK was using the most appropriate tools and technologies related to Project Management such as Jira and Kanban.Accountable for the end to end project lifecycle of the software service modules than run 59 Manufacturing sites at GSK. Enhanced already trusted working relationships with vendors, Database Services, Networks, Perimeter, Single-Sign-On, Microsoft Windows Ops, UNIX / LINUX Ops, and many other teams over years of collaboration and partnering.Owned the technology roadmap for many Critical Services to ensure components were“evergreen” by requiring software and infrastructure were updated via formal change control or appropriate risks/exceptions raised and then approved. Developed and currently managed Critical Applications risk management process to ensure risks were monitored, mitigated, or prevented according to agree action plans.Managed in accordance with agreed standards and quality as defined within Service Level Agreements (SLA)/Operational Level Agreements (OLA) and further ensured validated service management processes.

Release Manager for Global SAP Program. Created ITIL release processes that passed rigorous audit and validation requirements.

Directed and oversaw global validated and non-validated application development, software implementations, service setup, and infrastructure delivery projects with running budget scope of over $65 million in parallel using PMI, Six Sigma, Agile, and ITIL methodologies.Planned and managed large, complex projects in a matrix environment utilizing multiple off-shore and on-shore suppliers using iQMS, BDP gates, and other computer validation processes.Built a PMO governance structure and framework for ensuring the successful execution of projects utilizing standard and repeatable processes in partnership with BU-IT groups and strategic suppliers for full buy-in.Managed several IMPACT (high profile, complex, Sr. Leadership stakeholders) projects.Led the resolution of project escalations, risks and issues. Provided a monthly/quarterly forum with BU IT groups to cover their specific project performances via metrics and KPIs. Monitored projects to identify and shared opportunities that improved project performance across the global GSK portfolio.Trained BU-IT groups and strategic suppliers on how to execute external work orders.

I was a full-time employee for Ciber, and they sent me to clients across the United States to resolve complex business issues. Please see below.Client: Pepsi ColaProject: Managed information technology access requests across divisions by leveraging technical and business skills.Outcome: Improved efficiency and effectiveness within the security administration process by developing key metric Business Intelligence reports on security statistics across a matrix organization based on big data.Client: Cisco SystemsProject: Managed projects relating to Cisco Systems Distribution Warehouse control of global inventory, RMA, and placements of products’ parts.Outcome: Managed Biz Intel reporting for Global Product Services and Technical Services Operations. Coordinated IT operations with multiple IT and Business departments. Scoped and developed project plans. Successfully delivered application solutions under restraint budget and time line. Utilized high-degree communication skills to interact in complex matrix environment.Client: GlaxoSmithKlineProject: PeopleSoft Upgrade Outcome: Merged the payroll, salary, and bonus databases from 4 corporate data warehouses into 1, so employees could get paid on time and correctly. Also setup the B2B links between major banks with GSK for direct deposits.Client: Schering PloughProject: Global Animal Management (GAM)Outcome: Developed tracking application programs that supported the field scientists in the company's Global Animal Management (GAM) business. Scope of work included all functions of systems analysis, design, documentation, programming, testing, implementation, user training, and continuing support of the major GAM groups.Client: Blue Cross Blue Shield of NCProject: Build Corporate Data WarehouseOutcome: Managed business impact reports, planned development, training, and testing for Business Intelligence Department.