Reporting to the Chief Technical Officer and responsible for the Customer Interface, Feature Development, Release Management and Operations for the Loan Quality Connect project. A $20 million/4 year agile project to modernize and replace legacy systems in support of the loan quality review process within Fannie Mae. The LQC application connects Fannie Mae with their 1,200+ seller servicers across the country for the purpose of conducting quality reviews of purchased assets – a collaboration hub for Fannie Mae and their lenders. Responsible for increasing development productivity, quality and schedule fidelity thus, increasing customer satisfaction and revenue. Recognized for increasing morale and sense of direction across the development organization.

Reporting to the Chief Technical Officer and responsible for the Project Management, Customer Interface and Operations in support of the Loan Quality Connect project. Responsible for the creation and management of the project schedule, re-structuring of the project into development tracks, providing customer status presentations and executive summaries on a weekly/monthly basis for the project. Managed budget and responsible for the creation and procurement of the project Bill of Materials (BOM) to support development, testing and production support of the application. Responsible for increasing visibility into project schedule, gaps as well as budget consumption against committed deadlines. Such resulted into better distribution and utilization of resources in order to achieve project goals.

Serve as Chief of Staff challenged to lead the Project Management Office (PMO) to drive the operational consolidation of 2 core business units—Enterprise Access and Core Switching, which includes annual ASIC development, 4 software releases, and 15+ hardware programs. Lead a global team of 18 hardware and software program managers, and manage budget of $200M+/year.Played an integral role in driving increased revenues and market share for a portfolio of switching solutions, establishing and executing a governance model for effective business operations and release management.Gained recognition for creating organizational clarity from chaos, establishing core operating structures and processes, while managing through the adoption phases of a major internal culture change.Enabled and optimized organizational decision making, driving standard operational reviews, and establishing the financial processes, structure, and governance for the newly merged organizations.Drove a process for reviewing, selecting, and prioritizing Business Unit (BU) projects and associated budgets, enabling buy-in and commitment from vertical BU leaders on future release and product decisions.

Challenged to turn around underperforming platform quality. Led vision, strategy, planning, and execution of the Software Development Life Cycle (SDLC) for the IOS and XE software product portfolio. Managed a team of 12 program and release managers, and 3 annual software releases—with 200 new features per release.Established a release management and governance model that improved SDLC, quality and feature velocity earning the Cisco Development Office Software Quality Award for continuous performance improvement. Enabled the rapid revenue growth of the ASR1K series (zero to $1.2B in 4 years), driving the expansion of the IOS software release train to effectively integrate and manage 5 BUs and 15 technology platforms.Established a new standard of operations for software development within the company, defining the frameworks, processes, roles and responsibilities, and metrics for development and multiple release branches.Led the consolidation, integration, and management of 3 very distinct release trains into one, ensuring a quality release train cadence of 3 annually, with 200 features per release, under the continuous integration model.Developed and instituted processes that ensured the operational health/stability of release management, leading key quality initiatives to improve software quality, customer experience, and time to market.

Reported to Chief Technical Officer, challenged to lead a transformation of the quality, release management, and change control board organizations to improve the quality and transitions in the product development lifecycle. Led a team of 15 engineers, program managers, and change managers.Transformed release management and positioned the team at the forefront of the product development lifecycle, implementing best practices and driving improvements in quality, reliability and time to market.Recognized for enabling the company’s best product roll-out since inception, instituting processes, rigor, and automated tools to support a timely and effective release management lifecycle. Reengineered organizational structure and recruited higher-skilled personnel, increasing automation and performance capabilities of quality team, and realigning program management to processes and status of programs.

Selected to lead the program management and business analysis activities to turnaround an underperforming online application—developed by a third-party developer.Select Accomplishments: —Led the definition, development, and documentation of user interface and functionality requirements, and specifications, leading to a successful release and launch of a more user-friendly, bug-free product application. —Served as a business advisor to the PMO office, regional leaders, and third-party vendors, leading a revamp and formalization of the requirements gathering process for Visa’s enrollment and entitlement (E&E) online program.—Achieved a high level of customer satisfaction across Visa regions and internal groups (development, QA, program management, third-party vendors, etc.), creating and executing use cases for application implementation requirements.

Oversaw and directed validation efforts, and led the creation of an infrastructure to properly support the migration from manual to automation testing for the Visa USA flagship web-based application—Resolve Online—a vehicle for member banks to process all credit card disputes and transaction inquiries.Select Accomplishments: —Negotiated a multimillion-dollar agreement with Mercury Interactive, resulting in an enterprise-level licensing agreement for a suite of test and automation tools; established and built a team to support this key initiative.—Directed the integration and implementation of a full test management suite—requirements management, test planning and execution, and defect management), overcoming internal challenges and resistance to change.

Directed all validation and integration activities for company products and applications with a team of 3 managers, 34 engineers and 5 contractors. Responsible for the overall product quality and customer satisfaction. • Managed the integration and validation of all multimedia and Web collaboration applications with the company's flagship product, Portal VoIP. • Integrated three very different engineering groups following a major reorganization into a solid and successful cohesive organization working towards common goals.