As a member of the Engagement Delivery team, served as the interface between program/project teams and clients managing schedule, cost, and scope in support of successful Agile project implementations.• Initiated and directed a new project effort of 6 FTEs strategizing, roadmapping, and ultimately delivering a $3 million Salesforce enhancement over the course of 1.5 years. • Established the technical baseline during discovery sessions for integrating the recently enhanced Salesforce solution with Amazon Connect managing communication between the client and two vendors .• Launched an automated onboarding tool improving new team member productivity by three days when compared against previous benchmarks.• Devised and initiated a process to reduce the weekly labor burn rate while earning revenues 15% above other programs and improving margins to 40%.• Identified deficiencies in internal processes across the program (e.g., onboarding, reporting, asset management, personnel management) re-organizing the offerings within the Program Management Office (PMO) to improve the project team’s availability for client delivery.• Created the PMO Community of Practice and PMO Summit to spearhead partnership opportunities while sharing in innovation, best practices, and creation of standards for operational improvement to simplify the establishment of new PMOs in the future.

As a member of the SDLC Team, managed process assets in support of technology project intake analyzing SDLC templates for efficiency opportunities and redundancy reduction while coordinating the quality of process assets in the enterprise document repositories.• Led effort to identify assets impacted by EU General Data Protection Regulation managing their revision and process changes supporting global project compliance while avoiding significant financial penalties.• Managed the consolidation and reduction of process assets to aid the vetting of technology projects meeting remotely with global stakeholders across several Global Technology teams improving process efficiency by 20%.• Verified updates to project intake procedure process assets executing QA testing concluding with zero defects while making the procedure more effective.

Promoted to build the Project Management and Business Analysis division to improve technology project delivery through centralized communication with stakeholders and vendors, implementation of a hybrid Waterfall-Agile delivery methodology, investigation of existing technology resources for redundancy avoidance, and management of the delivery of new enterprise technology.• Led budget development, user story creation, vendor demos, and negotiation managing diverse stakeholder groups toward the selection of vendors and the $1 million+ redesign of the corporate website.• Conceived of and executed the formation of an inter-departmental IT portfolio review board to evaluate technology initiative information while encouraging collaboration and input on scope and silo reduction.• Mentored two full time staff members providing guidance in both project management and business analysis while strengthening their abilities to collaborate as technology partners allowing the division to triple its project capacity.• Partnered with the Finance Division to resolve the vendor reimbursement process challenge by standardizing workflows introducing a cloud solution to reduce late fee expenses.

As a member of the Strategic Technology division, collaborated with Leadership and business units aligning information technology goals and enterprise strategy through the identification of project opportunities, diagnosis of workflow issues, development of requirements, and recommendation of technology solutions. • Designed a custom application to accurately calculate total dues owed by an affiliate organization and produce a cover sheet for the remittance process addressing historic inaccuracies related to this form of payment.• Redesigned the purchase checkout workflow adding new page layouts to enable PAC donation opportunities enhancing the ASHP Foundation’s funding collection efforts among website visitors.• Outlined a communication management webpage improving the user experience while solving the organization’s Canada Anti-Spam compliance challenge providing individualized electronic communication control to members and averting multi-million dollar penalty potential.

Booz Allen Hamilton is a professional services company providing management and technology consulting services. Within Strategy & Organization, I worked with organizations assisting in the adoption of new workplace technology.Achievements:• Produced training documentation for a DoD agency in support of the deployment of an integrated workplace management system improving adoption of the new system.

Accenture is a professional services firm providing technology and consulting services. As a Systems Integration and Technology Analyst, I worked with Federal civilian, independent government, and financial industry clients on large-scale technology implementations in both functional and program management roles. Achievements:• Re-engineered a change control process doubling its capacity resulting in more thorough adjudication.• Delivered testing for a Federal web application reaching 182 million individual users completing all phases with no remaining defects.

Diamond Management & Technology Consultants was a management consultancy. As a Business Analyst, I served cleints in the public sector and insurance industry on engagements for clients in industries ranging from the public sector to insurance. Accomplishments and Duties:• Managed project reporting gathering updates for the master project plan while assembling status updates on a weekly basis.