Practice leadership role to enable large-scale organizations with the ability to thrive during times of technological disruption and uncertainty. With a focus on tactical AI use cases that reinforce current products, markets, and business processes while building sustainable strategies that anticipate new threats and opportunities, the Enterprise AI practice supports current business and develops pipelines to create an AI-centered organization for the future. Through ESG’s partnerships with global industry experts, thought leaders, innovators, futurists, startups, and leading academic institutions, the AI practice area is uniquely positioned to guide clients through the complexities of multi-level change management, establish a north-star target, and bolster current and future business activities to drive transformative change.Key practices include: - Assess AI readiness, analyze strengths, weaknesses, opportunities, and threats - Identify AI adoption strategies and co-formulate a plan of action for AI adoption - Build an AI roadmap of tactical enhancements and strategic, transformative change - Execute AI adoption efforts that deliver meaningful business outcomes

Senior IT leadership role responsible for project management practices, delivery standards, transformational change, organizational change management, portfolio management, PMO operations, risks and controls, financials, reporting, and tools. Supporting a $500M project portfolio including discretionary programs, non-discretionary regulatory efforts, and merger & acquisition initiatives.Delivery Framework - Implemented project management practices to drive maturity and consistency in project execution from opportunity through delivery across the enterprise.Agile Transformation - Partnered with technology and business leaders to develop and deliver Agile best practices including Scrum, Scaled Agile practices (SAFe), and the transition to a product orientation to support Schwab's Agile transformation journey. Provided training for the project management organization, technology teams, and business groups on Agile and Scaled Agile practices with an emphasis on the evolving role of project management in an agile enterprise.Risk Management Framework - Introduced an updated risk management framework including project health and escalation guidelines, portfolio KRIs, risk register, risk and controls self assessment (RCSA) process, and internal audit testing. Built out 1st Line of Defense controls and validation/testing practices, 2nd Line of Defense (risk management) engagement processes, and 3rd Line of Defense (audit) response practices.Portfolio Financials - Partnered with IT leaders, finance and accounting to develop more mature practices for resource capacity planning and financials management including a more consistent data model, automated reporting, and dashboards. Supported the transition from project funding model to a more product oriented team capacity model that better aligns to our Scaled Agile direction.

Lead consultant responsible for engagements focused on delivering and maturing IT services including strategic planning, organizational change, portfolio management, project delivery, PMO, IT operations, IT Risk and security integration, and portfolio governance using proven industry best practices. Client engagements included development, implementation, and training for a new Project Delivery Framework, HR Span of Control guidelines, and the implementation of an Operations Command Center to support a PeopleSoft ERP deployment.

Senior IT leadership role including portfolio management, pipeline governance, resource capacity planning, delivery standards, audit tracking, project execution, and portfolio reporting for application development, business intelligence, and infrastructure programs. Managed a portfolio of more than 100 IT projects with a total budget of more than $150MM supporting an IT organization of more than 800 resources. Partnered with peers to implement an ITIL v3 framework as part of a full end-to-end IT services model.IT Leadership Team – Partnered with senior leaders across the department to plan and execute IT strategy, deliver the IT vision to the organization through town halls, monthly leadership calls, and the annual IT leadership event.Enterprise Release Capability – Collaborated with peers to define and implement a new Enterprise Release program and coordinated deployment processes with QA, IT Operations, and Training.Infrastructure – Completed major infrastructure refresh programs for data center, network, and telecom. Implemented messaging services for data movement and connectivity to the Health Information Exchange.IT Risk & Security Controls – Incorporated IT Risk & Security components into the SDLC to improve risk management controls.PMO Services – Matured demand management functions including pipeline management, estimation, governance, capacity planning, and activation. Introduced a new Project Delivery Framework including PMI based waterfall and agile methodologies. Created new data management and reporting capabilities for project status reports, portfolio updates, financial tracking, executive dashboards, and operations metrics.Project Execution – Lead a team of more than 50 Project Managers and Analysts delivering IT projects in the Clinical, Revenue & Operations, Business Intelligence, and Infrastructure lanes. Implemented portfolio & schedule management capabilities to track and manage project dependencies and deployment timelines.

Lead the Consumer & Business Banking IT Program Office. Responsible for IT services for the Consumer Banking IT Infrastructure & Operations organization. Managed a portfolio of more than 200 IT projects with a total budget of more than $250MM supporting an organization of more than 5,000 technology resources.Project Delivery Process Maturity – Updated application development SDLC and infrastructure project delivery processes from multiple Consumer Banking technology groups into a standard framework across multiple business areas driving consistency in project execution while also improving efficiency and quality in project delivery.Engagement Model & Demand Management Process – Defined an improved engagement model and demand management process facilitating early involvement of the infrastructure team on IT projects and providing much greater governance over the infrastructure portfolio.Identity & Access Management – Deployed new processes and tools to improve controls related to Identity and Access Management closing key audit issues and IT Risk gaps.Change Management Controls – Designed and implemented new change management processes to better manage change events, improve change quality, and reduce outages and issues.Operations Metrics – Developed and delivered the monthly Dev Ops Review providing the executive update of Infrastructure & Operations performance metrics across project delivery, application availability, system performance, support call volumes, issue management, and financials.

Managed the global technology project portfolio of more than 230 projects, 36 programs, and a total budget of more than $170 million. Managed a global team including staff in New York, Ohio, Delaware, Geneva, and Hong Kong.Global Transformation – Rationalized the project management processes to create a consolidated Global PMO team and standard project management practice.Project Delivery Process Maturity – Transformed the existing SDLC to support both an agile development methodology and a more traditional waterfall project lifecycle. Provided training to more than 250 Technology & Operations staff across the global organization.Tool Enhancements – Updated project management, reporting, and finance tools to support a new initiative portfolio hierarchy and to facilitate recently introduced governance and improved budget planning processes.Business Continuity & Disaster Recovery – Coordinated improvements to business continuity & disaster recovery processes including architecture, infrastructure, and IT Risk engagement, updates to SLAs, changes to the SDLC, and updated QA testing practices.IT Risk, Security, & Privacy Controls – Integrated new IT Risk & Security controls into the SDLC. Designed and implemented new privacy, data masking, and data encryption capabilities into client systems to address data security and privacy needs for ultra-high net worth and publicly recognizable clients.Executive Portfolio Reporting – Introduced a monthly overview of the technology portfolio and the selection of key weekly highlights presented to the CEO, CIO, and Operating Committee members.Detailed Financial Reporting – Created the ability for Project Managers and stakeholders to view detailed project financial data through new self-service project financial reporting tools. This new detail allowed project managers much greater control over their project financials and created more transparency for executive management and project stakeholders.

Retail Infrastructure PMO – Responsible for managing a portfolio of more than 200 concurrent technology infrastructure projects across the entire Chase Retail line of business.Project Delivery Process Maturity – Partnered with the project delivery teams in Retail Technology Services to document and publish project management process standards and best practices. Established new project estimation, quality review, lessons learned, and project closure activities to validate the consistent use of quality standards across project teams. Provided training to Retail Technology Services and business facing application development teams on the documented project lifecycle.Program Management – Responsible for the implementation of technology infrastructure projects supporting Chase Retail Lending (Home Finance, Auto Finance, Education Finance), and Enterprise Systems. Managed a team of technical project managers and managed a book-of-work consisting of more than 50 concurrent infrastructure projects supporting LOB initiatives with combined project budgets of more than $100 million.

Project Management – Responsible for end-to-end project lifecycle and SDLC deliverables including the creation of business cases, budget forecasts, and all required project deliverables. Delivered a $1.8 million dollar project to provide automated post-trade suitability review for the Private Client Services sales channel. Completed a $2 million dollar project to re-host the OnePrivateClient.com and OneInvest.com internet sites used by high net worth and retail investment customers.Project Delivery Process Maturity – Partnered with technology team leads to improve and document project delivery process, solution design, application architecture design, data design, and vendor selection standards. Conducted training sessions for technology project managers and key stakeholders involved in the project delivery process. This effort was part of a larger ongoing Capability Maturity Model (CMM) effort.

Responsible for architecting and implementing technology projects that leveraged a common middleware and messaging infrastructure. Deployed and extend the middleware components using custom build technology using the Microsoft .NET development tools. Additionally, responsible for facilitating the relationships with internal and external service providers for staff augmentation, server hosting, MQSeries queue management, and network connectivity.

Architected technology solutions including infrastructure design for client/server, Internet, and Intranet projects. Responsible for hardware procurement, data center hosting, server configuration, and facilitating relationships with internal and external service providers.

IT Solutions Architect - provided IT consulting services and end to end solution design for Windows based architectures.

Managed the day-to-day operations of the Columbus technology education group. Included the operation of 8 full time on-site classrooms and off-site training for corporate clients.