Lead the Analytics Program Management org at Oracle. My teams own Release Mgmt, Quality of Service Mgmt, Monitoring, Customer Support, Incident Mgmt, Content Ecosystem (training, user content and videos, channels and forums), Devops, Infra Capacity Management, Customer Success Mgmt, Product Engineering from a process and tooling standpoint. We also own Fusion Data Intelligence (formerly FAW) Adoption responsible for growing and driving the adoption of our FDI product across our customers

Lead the Analytics Program Management org at Oracle. My teams own Release Mgmt, Quality of Service Mgmt, Monitoring, Customer Support, Incident Mgmt, User Content (eg product user guides), Devops, Infra Capacity Management, Customer Success Mgmt, Product Engineering from a process and tooling standpoint. We also own Fusion Data Intelligence (formerly FAW) Adoption responsible for growing and driving the adoption of our FDI product across our customers

Lead the Oracle Analytics Program Management organization. This spans service management, monitoring, devops, product development, incident management, customer support, quality of service management (eg problem management), product assets, and release management functions for Oracle AnalyticsCreated and instantiated the Service Excellence/Management framework for Oracle Analytics. My teams have led transformational changes in incident management (lowered TTM/TTR) , customer support (lowered requests per customer), service monitoring (e.g. developed availability framework inclusive of SLA), release management (cut predictability variance by 90%), updates/upgrades (improved velocity by 80% while reducing customer impacting regressions by 97%), enabled product, business, and service intelligence analytics allowing for correlation analytics across the 3 areas - providing a 360 degree view of the business.We played a critical role in Oracle Analytics' Gartner magic quadrant improvement from niche to visionary (now top 5) in 2020.My teams drive thought leadership across Oracle wrt Incident Management, Service Availability, Customer support and corresponding KPIs.

Lead of PM team for Azure SRE • Developed and delivered the first version of the Security Response Service allowing us to quarantine access to Azure in response to a harmful event. • Lead for Azure-wide initiative to define, develop and launch the Access Management framework for Azure. The framework is the standard for how production access will be done safely and securely. This requires significant analysis of current behaviors, technologies, scenarios, and security & safety capabilities across Azure (~300 services, 180 engineering teams). The initiative incorporates security concepts such as logging normalization/standardization across the Azure landscape, Detections & Security Response Services, defense in depth, blast radius controls and least privilege concepts. There is also the duality of defining the architecture and standards for what it means to make changes to production safely both for atomic and multi-instance level activities.• Develop PM strategy for Azure SRE in relation to impact, roadmap, R&R and resourcing plans.

Lead of PM team responsible for Azure Platform SRE development• Lead for Azure-wide initiative to define, develop and launch the Access Management framework for Azure. The framework is the standard for how production access will be done safely and securely. This requires significant analysis of current behaviors, technologies, scenarios, and security and safety capabilities across Azure (~300 services, 180 engineering teams). The initiative incorporates security concepts such as logging normalization/standardization across the Azure landscape, Detections & Security Response Services, defense in depth, blast radius controls and least privilege concepts. There is also the duality of defining the architecture and standards for what it means to make changes to production safely both for atomic and multi-instance level activities. • Responsible for reducing datacenter deployment in new regions by 75% • Responsible for developing proper fleet telemetry/monitoring system.• Develop PM strategy for Azure Platform SRE in relation to impact, roadmap, R&R and resourcing plans.

• Lead for Azure-wide initiative to define, develop and launch the Access Management framework for Azure. The framework is the standard for how production access will be done safely and securely. This requires significant analysis of current behaviors, technologies, scenarios, and security and safety capabilities across Azure (~300 services, 180 engineering teams). The initiative incorporates security concepts such as logging normalization/standardization across the Azure landscape, Detections & Security Response Services, defense in depth, blast radius controls and least privilege concepts. There is also the duality of defining the architecture and standards for what it means to make changes to production safely both for atomic and multi-instance level activities.

Lead of PM team responsible for the engineering systems for Devices• Implemented Agile methodology while developing prioritization and planning structures, inclusive of ROI scoring and impact analysis.• Developed and launched the Dependency Management framework between Surface and Windows OSG, transforming how Surface and Windows collaborate on product development• Revamped team resourcing structure • Created analytics team within DES to support product development. • Created first ever Dashboard (KPIs, Metrics, Logic) for the Devices Tooling Services org. • Leading vNext Work Management initiative, transforming how teams in Surface manage, track and report their work. This included developing strategy to onboard SW Development and non-SW partner teams like Industrial Design and Launch & Release to Visual Studio and Power BI• Developed comprehensive team roadmap reconciling bottoms up and top down inputs.• Oversaw the vnext deployment of the new partner collaboration platform for Devices and our partner ecosystem (e.g. Intel, Windows).

Lead of team responsible for the Microsoft virtual currency business WW - $600M business• Led partnership with OEM org in launching the Digital OEM Holiday 2015 Bundle ($20M). The first ever digital gift card/OEM bundle. This set the strategic foundation to develop the OEM channel as a key post sale monetization channel for Microsoft. • Co-developed the OEM post-sale monetization strategy roadmap for 2016+.• Established partnership with engineering to shift product ownership from engineering to a collaboration between engineering and product management – cultural paradigm shift• Developed our product roadmap optimizing short term revenue opportunities while aligning features for our long term strategic goals ($1.5B revenue by 2020).• Re-structured team to improve maturity of operations, accountabilities and efficiencies by outsourcing analytical responsibilities to our BI team, improving reporting accuracies (removing monthly revenue variance of 15-25%) and driving reporting standardization. • Developed solution to reestablish gift cards in Brazil (key LATAM strategic region) working across multiple orgs (corp/local - tax, finance, sales, marketing, legal). Projecting $16M in revenue growth over 2 years.

Lead of team managing the Digital Channel Operations business for the Americas• Implemented optimizations to onboarding process resulting in 35% reduction in resourcing. • Partnered with Europe Digital Services team to drive best reseller onboarding attainment rate (78% in FY14) in team’s history. The team had never passed 50% for a FY.• Managed team throughout Nokia merger• Consolidated all retail digital fulfillment services onto our Digital Supply Chain platform (~$1B in sales), transforming how we manage the brick and mortar software business for the last 13 years.• Developed pilots key Office initiative to drive attachment in the retail subscription business.

• Owned the Office 2013 launch for the Business Operations group in Digital Supply Chain (DSC). This was the largest digital launch in Microsoft’s history as Office shifted not only their strategic direction to a services model (subscription) but distribution to digital dissemination as fundamental to that shift. Managed the launch of 38k offers. We had 3k offers to date prior to the launch. Our largest and most successful launch in history with 0 production issues relating to our deliverables post launch. Developed testing protocols and plans to insure successful launch. Managed a team of 8 people. • Acted as DSC lead with Office Business Unit. This entailed governance, expectation management, prioritization and senior level stakeholder management.• Drove the Nautilus project from inception to the midst of execution across 8 teams. Nautilus represented the first venture by Xbox into ‘cell phone’ model of selling Xbox Consoles. • Represented DSC in the Microsoft Currency Stored Value (CSV) incubation team. This was the strategic analysis to discuss moving Microsoft’s currency platform away from points to local currency. Due to the team’s output, MS migrated to CSV. Subsequently, I developed the vision for CSV operations ownership to be in-house to DSC, which was enacted. • Represented DSC as lead in the Microsoft Store online global expansion. Defined the process to manage and operationalize the regional expansions which was then handed off successfully to others to manage.

• Business lead for the ground zero overhaul of the entire content submission pipeline for Xbox. It reduced resourcing requirements by over 50% while managing a consistent ~35% YOY growth in content throughput (games, trailers, advertising collateral, DLC (map packs) etc).• Launched Call of Duty Beachhead subscription coordinating across 6 teams. This was the first game subscription in Xbox’s history.• Managed Microsoft Game Studios and the Xbox Advertising Business group which included managing the publishing of all their content (Forza, Halo, Gears of War, first Kinect titles). Improved the submission rate/process for these publishers by reducing the error rate from ~33% to ~ 5% and improving SLA adherence from 69% to ~85%.

Lead of PM team managing the operations for the Xbox token business (subscription and currency). • Managed 375% growth in digital token business while improving quality 85% to 92%• Developed first ever retail digital distribution pilot in partnership with Amazon. This set the foundation for the birth of digital supply chain (DSC) within Microsoft. Post pilot, I was a key lead in defining the business requirements and architecture design of the DSC platform.• Managed policy and processes to comply with GAAP and MS guidelines