Selected to lead Carrier's SAP S/4 Central Finance program consolidating reporting across 35+ ERPs, standardizing payments and cash receipts processes and introducing new consolidation capabilities. Responsible for managing multiple releases over 2 years with a team of 50+ employees and contractors. Facilitate change across executive leadership, business users, and digital stakeholders. Responsible for team accountable for execution of the Fire and Security ERP roadmap in partnership with the CIO, business, product and architecture teams. Serving as the single of contact for the business for prioritization, strategy, communication, and deployment of ERPs supporting Carrier’s overall M&A strategy.

Selected to lead the strategic digital business partnership for the Commercial HVAC Controls business. Develops and manages the digital capabilities roadmap and plan and deploys new capabilities that drive cost savings, revenue growth, and increase the competitive advantage. Ensures compliance with Carrier security and Sarbanes-Oxley policies. Digital P&L responsibility for budgets ranging from $3 - $8m. Led team of 25+ to deploy Salesforce communities, introducing modern features to strengthen dealer relationships and ServiceMax implementation which digitizes operations to support a $1B growth over 5-years Partnered with CX CoE to implement ServiceMax to digitally enable schedule management, service order performance, and CX, which increased unbilled labor 20%, service revenue 5%, and gross margins 2% Salesforce communities supports 800 dealers, 9,000 end users, and increased dealer relationships by 5%, revenue $1M, and saved $300K in annual costs Hired new SME to spearhead M&A digital integration playbook and execution which built a field presence and captured $13.5M in annual sales and $40M from the data center management space Championed SaaS Digital Capabilities Roadmap development engagement, leading team responsible for operationalizing software sales on current system to support software sales launch in 3-months Led business thru UTC separation activities: AD migration, server migrations to Cloud, transition to new platforms: Zscaler, O365, and SailPoint, which enabled independent operations from parent company UTC and supported WFH environment

Tapped to assemble new team of 4 SMEs responsible for digital demand intake, prioritization, capacity planning, and portfolio management. Managed Carrier Commercial HVAC Global Digital program portfolio valued at $50M in spend globally.Deployed Daptiv PPM tool for Carrier Digital, providing a single source of truth for overall portfolio, status reporting, and resource availability/time tracking for 350 globally dispersed digital resourcesOwned complex programs that drove digital transformation in alignment with the overall business strategyUncovered $1.5M in savings by driving global digital staffing efficiencies through vendor consolidation and organizational transformation

Led two (2) teams responsible for supporting and enhancing applications in the $3B HVAC business, ensuring highest possible uptime/availability. Defined strategic IT plans and managed project timelines, allocation, and expenditures.Led the FSCM project with Financial Shared Services team to reduce days outstanding by 1-day, 10% reduction in days required to resolve disputes, and reduce bad debt reserve below .0025% of salesRestructured business critical batch jobs, reducing processing time by 50%Slashed support tickets by 30%, identified recurring issues, and deployed standard workflows Selected to lead team of IT Change Agents who identified new IT equipment standards to modernize the employee experience and reduce paper usage by 90% at the Carrier Center for Intelligent Buildings

Promoted to lead team of 8 responsible for supporting and improving the current SAP Quote to Invoice, CRM, and Variant Configuration functional base.Created cross-collaboration opportunities with other SAP teams to enhance collaboration and knowledge sharingDeveloped aspiring leaders, resulting in three (3) promotions, and 100% team retentionLed Sales Tower of ICP project, integrating to existing SAP instance, eliminating mainframe costs and saving $250K/YRAutomated government minimum efficiency requirements, saving customer service reps 40-hours/month, equating to $120K annuallyGuided team responsible for large document processing improvements, resulting in a 40% reduction in processing time and replacement of custom middleware with SAP PI which reduced errors and monitoring time by 50%

Functional lead for SAP pricing and quoting system solutions modules