Agile project leader and business operations analyst. Liaison between finance and engineering• “Servant leader” for company-critical projects (Agile Scrum). Facilitated cross-functional meetings. Resolved team impediments. Tracked Jira sprint productivity and status metrics. • Coordinated weekly with senior management team to hone project status messaging for board of directors. Provided data and presentation material.• Primary liaison with global consulting vendors; managed and approved onboarding. Tracked and validated invoices for 200+ contractors. Provided data and guidance to negotiate and optimize contracts. Analyzed cost-benefits of hypothetical changes.• Designed and built Python-based system to extract time tracking data from Jira, and merge with salary data, to enable capitalization of software engineering expense.• Created, forecasted and monitored all engineering and product management budgets. Investigated and addressed spending anomalies.• Developed and honed key company processes, including a system to monitor custom engineering projects sold to customers. Oversaw discussions on budget, delivery time and revenue. Final approver - assured appropriate sales margins were met.• Reviewed / replied to customer RFPs• Validated AWS billing invoices, allocated related expenses to appropriate projects, pursued issues related to overspending the AWS budget.

Led projects related to improvement of IBM Watson business operations.• Oversaw creation and tracking of $500M Watson Development Platform annual budget.• Created ETL mechanisms to align finance “top-down” spending view with business operations “bottom-up” view. Identified $18M in budget savings over two years.• Managed effort to improve US Watson and Cloud Platform employee labor claiming process and system, and to report on cloud SaaS outages that impacted customers and SLAs.• Managed optimization of Amazon Web Services and Softlayer cloud infrastructure usage• Proposed, created and implemented “Team Morale” budget to promote positive work environments across teams and geographies. Integrated it into the standard expense processes. Results lauded by executive team and rolled out to other IBM business units.

Led key programs, projects and business operations activities during and following IBM acquisition of Netezza (massively parallel RDBMS appliance products.)• NEC InfoFrame DWH Appliance: project manager for joint partnership between IBM/Netezza and NEC to implement the Netezza DWH on a Japanese platform for the Japanese market.• Data warehouse appliance lifecycle program: Led effort to identify end-of-life components in shipping products and find / qualify / release replacements. Reduced average component replacement time by 30%.• Netezza “Bluewash” project: Rebranded Netezza products as IBM, including management of code scan repository to facilitate compliance audits.• Engineering capital expense reduction: Proposed and managed creation of a test lab adjacent to the DWH appliance manufacturing facility, to perform engineering tests as part of pre-customer-ship burn-in period. Saved $10M in SQA hardware.• Customer defect backlog reduction: Oversaw effort for Support team, resulting in 80% improvement.• Budget owner 600+ person engineering organization. Tracked forecast and actuals, pursued anomalies.

Estabished repeatable processes for software QA teams in the U.S. and India, building a massively parallel RDBMS database appliance. * Established metrics to assess team performance. * Oversaw improvements in test automation, optimization of test system scheduling and new hire training. * Managed team capital purchases. * Increased team size by 100% to 60+ people. * Helped deliver several critical product releases. Company acquired by IBM in 2010 for $1.78B.

Oversaw the company's product development and test teams, creating policy control software for delivery to tier-one telecommunications companies (C++/Java/Tcl/Dataflow programming, Solaris on Intel platform.). Improved on-schedule delivery of software projects.

Managed several development teams in the U.S., Russia, and Belarus. Managed a UI pilot project that successfully pioneered the company's use of Agile methods. Managed the integration of an acquired company's development team.(Acquired by CA)