Nike Inc. IT Implementation and Business Process Improvement Expert, Technical Program Manager, 2011 to Present Manage large-scale matrixes global programs focused on business growth, technology advancement and process improvement across Business teams and Nike Technology (Digital, HR, Finance, Workplace Development, Retail, Lease Administration and Accounting). • Team Leadership: Manage talented teams of project managers, business analysts, programmers, developers and other specialists. Supervised up to 25 personnel per engagement, coordinating between in-house and offshore resources while managing stakeholder expectations and delivery. Successful track history with proven results across multiple technical platforms and products. • IT Enterprise systems: Implement technical systems across Nike global infrastructure; SAP HR/FI, HRIS Performance Reward, People Soft, Tririga IWMS (IBM SaaS), Slack, Teams, ServiceNow, Zoom and mobile applications. Success metrics are gauged by the perception of the Nike user groups on the impact of the change and I successfully launch overall metric of 4.8 on a scale of 5. • PMO methodology: Coached and mentored PMO project managers on Nike current processes and how to adapt ongoing projects from waterfall to agile methodology. Adopted Kanban practices and moved to Jira as Nike standard tools matured. During my tenure at Nike, we have had multiple initiatives regarding PMO tools and methodologies. PMO tools such as HP, VersionOne, Jira, Smartsheet, SharePoint and MS project and methodologies including Agile, Scrum, Iterative, SAFe with a transformation every couple of years. It was critical to flawlessly adapt to the change and drive projects to commitments while managing the change and transformation. • Digital - Drive privacy, security, QA testing of 3rd party applications for Nike employee services such as Nike Taxi, Nike Bike, Nike Now, Nike Hub and WorkSmarter for IOS and Google phones

Provide SaaS software products across 85% of the financial institutions. Implement Clarity portfolio tools across Digital Channels; 4 business units, 300 projects, 1200 users. Transformed globally dispersed Digital Channels team to Agile Methodology worldwide (Atlanta, Hillsboro, Costa Rica, India, and Utah). Provided project delivery, process governance, strategic planning, and leadership for ~50 team members, Project and Program Management, Portfolio Management, Capacity and Demand Management, Audit Management, Global Sourcing, Scrum Master, Process Engineering. Integrate new Mobile software products and solutions to core online banking products. Drive the Operations team to successfully coordinate and facilitate all audits and exams as well as remediation activities and status reporting Mature the use of tools across Digital Channels (Facets, Clarity, Version One, SharePoint). Completed audits and exams relevant to product development such as FFIEC, SAS70 and Sarbanes-Oxley.

Establish new web analytic products (SaaS) for Fortune 500 companies that track the influence of social networking on the web. Coached, mentored, and trained web solution software development teams (~25) on best-in-class product development concepts and agile methodology. Implement Portfolio Management team to evaluate ROI for all product development decisions. Led a 90-day assessment of Studio D (digital products) projects to baseline current performance and recommend solutions to increase productivity, creativity, and quality. Operational improvement and training for resource management, scrum teams, velocity dashboard reporting, governance ownership, change controls and established a business process owner (BPO) leadership team

Project Management group that manages and delivers battery and charger solutions for military and medical host devices. Work with Fortune 500 companies in developing custom products using an iterative design approach while tracking baseline schedule, product cost, program budget, resources and product performance while meeting regulatory testing, ISO 13485, 21CFR820.30 and IEC60601-1. Define and deliver product requirements that meet the needs of internal and external customers. Program Management team consists of 6 Program Managers that managed 35-40 FDA projects and their cross functional technical resources in a matrix’s organization. Quote all sales opportunities and track baseline project plan to customer requirements to achieve all orders balancing resource capacity, time, and materials. Manage overall department and product P&L. Evaluate business processes, culture, and systemic organizational issues to create solutions for a lean and efficient development process. Provide profitability analysis for customer selection and margin contribution through iterative Portfolio Management program

During my tenure the Company grew from $70M to a $995M in annual sales volume. Created a technical PMO organization and directly managed a team for all global development, innovation, and strategic projects. All decisions driven through a robust portfolio process based on decision criteria and supply/demand resources planning strategy. I was responsible for outsourcing of 40% of worldwide team in Norway, Hong Kong and Taiwan. Portfolio averaged ~700 projects with average engineering budgets of $3M to $10M. Managed to a $6.3 million dollar department budget (Project Budgets separate) to a 1% differential. I oversaw the launch of forty-two programs in last year with average program budget of $5M. These programs where inclusive of OEM-in, OEM-out, Revolutionary and Evolutionary platform programs. Drove initial Product Lifecycle Process development and engineering design process for ISO certification; Electrical Engineering, Software Engineering (SDLC), Optical Engineering, Mechanical Engineering, Hardware/Software Test Process, Lean Manufacturing Process. Reduced development cycle time by 30% and success metrics published.