• Managed the FocusOn project, $3M annual run cost, while utilizing Agile, to drive enhancements and regional rollouts to increase the business value for the Patient & Field Services function.• Delivered 10 high quality releases on budget, which resulted in minimal defects or production support issues.• Managed a diverse, global project team. This included establishing norms for the team, structuring a sprint cadence that aligned with the Business priorities, and fostering a team culture that demonstrated inclusion along with high rates of success and quality.• Partnered with strong technical teams outside of my core project team to deliver AWS solutions to support the FocusOn application. • Documented project deliverables such as Statements of Work, Closure Reports and Deployment Plans to stay within validation compliance.• Partnered with the Business and Product owner to remain aligned on scope planning and the product backlog for future releases.

• Managed the Fortis OTC/RemainCo divestiture team, $4.2M budget, through the successful completion of Hypercare exit criteria across multiple MITG workstreams.• Led the Medtronic OTC and SAP teams through two cycles of Fortis Integration Testing.• Partnered with Cardinal Health to manage the develop of requirements for the Fortis Employee Transition workstream.• Developed a foundation and process to manage complex finances for large divestiture program (Fortis).• Managed and successfully delivered a Green Belt project to increase reported project Planned Costs, Actual Costs and Estimate to Complete to ensure 80% compliance in PPM.

• Advocated GPS adoption across the Surgical Technologies team, which resulted in a 55% growth in project delivery rates over three quarters.• Analyzed and compiled Monthly/Quarterly/Annual portfolio metrics for the Surgical Technologies and Cardiac & Vascular Group divisions.• Coordinated across 26 Process teams to manage the IT IMO Workplan in Accelerator.• Consulted with the Gen11 Core Process teams to develop comprehensive KPIs for weekly scorecards.• Managed a $3.2 million budget for an international project (SAP China ByD).• Consulted with Project Managers throughout the EPMO to lead them through the GPS system and processes.• Managed small demand projects from Initiation through Close (Web Solutions Monitoring Dashboard and Covus).• Coordinated efforts across a global project team (Global Customer Self Service Portal) to ensure the project met internal Medtronic compliance requirements.

•Advocated GPS adoption across the Surgical Technologies team, which resulted in a 55% growth in project delivery rates over three quarters •Analyzed and compiled Monthly/Quarterly/Annual portfolio metrics for the Surgical Technologies and Cardiac & Vascular Group divisions•Coordinated across 26 Process teams in order to manage the IT IMO Workplan in Accelerator•Consulted with the Gen11 Core Process teams to develop comprehensive KPIs for weekly scorecards•Managed a $3.2 million budget for an international project (SAP China ByD)•Consulted with Project Managers throughout the EPMO to lead them through the GPS system and process•Managed small demand projects from Initiation through Close (Web Solutions Monitoring Dashboard and Covus)•Coordinated efforts across a global project team (Global Customer Self Service Portal) to ensure the project met internal Medtronic compliance standards

• Re-engineered a change request intake process to increase accountability and ensure service level agreements are met• Built and deployed a new SharePoint site for the Policy Print team to enhance usability and support the new change request process• Consulted with the Policy Print team on their contract build process to reduce error rates• Built a status dashboard to track the build of policy contracts for new products

• Wrote detailed functional and non-functional requirements, which were presented to a third-party vendor to enhance clinic check-in software• Collaborated with the Test Team to ensure requirements were represented in test cases • Coordinated cross-functional efforts with technical and business partners to develop test in order to ensure performance of pharmacy software aligned with service level agreements outlined in non-functional requirements• Managed incoming state compliance requests and coordinated with a technical team to certify any changes to pharmacy reporting met state requirements

• Oversaw the SAIC Cohort project team, consisting of nine members, which achieved the goal, within a defined budget and time frame, of developing a unique admissions model for Capella’s alliance partners • Increased learner drop accuracy within the Academic Engagement process by discovering unknown gaps and creating a process that would ensure Capella remain in compliance with the Department of Education• Consistently kept on track of completing project documentation consisting of: timelines, status updates, communication plans, and developing training materials• Sought after by department heads to create innovative SharePoint sites for their departments• Cultivated a strong rapport throughout the company

• Managed a department database, called the Information Station, to make sure documents and resources were up to date• Volunteered to cross-train on several processes, including Course and Credit Evaluations, to solidify my role as a team player• Balanced diverse workflows while exceeding deadlines• Audited graduation applications to determine whether Capella learners successfully met their degree requirements