• Conducted pre-deal technology due diligence for a mid-market holding company to assess the integration feasibility, synergies, costs, and ROI of merging two companies' products; aiming to enhance the acquiring entity's marketability for potential acquisition by evaluating technologies, architecture, teams, and developing an integration plan.• Developed a three-year technology strategy and roadmap for a Canadian Asset Manager, encompassing current state assessment, future state vision, and gap analysis; advising on reducing technical debt, minimizing complexity, and fostering innovation to build upon previous foundational technology efforts.• Crafted a technology future state and actionable roadmap for a healthcare transportation company aimed at enhancing the end user experience for drivers, members, providers, and payers; addressing issues of delayed and missed appointments by mapping user journeys, identifying process breakdowns and technological challenges, and offering recommendations for improvement.• Built an infrastructure resilience model for a major telecommunications company, creating a tool to conduct risk assessments and prioritize efforts to mitigate vulnerabilities by evaluating systems.• Redesigned the IT department, processes, and operating model for a mid-market hospitality company to enhance service quality and retention, addressing organizational challenges such as over-stretched resources and unclear responsibilities, resulting in the hiring of a new CIO and Data Director and the ongoing stabilization of the organization based on recommendations.

• Designed a technology roadmap for a Fortune 500 Telecommunications company to address deficiencies across 4000+ applications, aiming to achieve compliance targets by the end of 2021 through a detailed assessment of each application's compliance status and subsequent action plan.• Developed and led the delivery program for an application rationalization strategy for a Fortune 500 Telecommunications company, concentrating on decommissioning legacy systems and remediating other applications to manage user access and safeguard sensitive data.• Defined the deployment strategy for implementing password control for default and service accounts on over 100,000 edge devices spanning 10 regions for a Fortune 100 healthcare company.• Created the growth strategy for the Management Consulting practice at Trace3, aiming to double revenue annually by determining service offerings, developing necessary collateral, implementing marketing strategies, identifying team skill gaps, and facilitating understanding of our team's capabilities among sales leads.

• Crafted a five-year strategic roadmap for a Fortune 500 Financial Institution, transitioning from regulatory compliance to strategic focus, by cataloging demand, prioritizing initiatives based on investment and ROI, following a period of regulatory challenges.• Designed the future state project delivery operating model for a Fortune 500 Financial Institution, integrating agile and traditional waterfall methodologies, and facilitated the team's transition to an Agile mindset to adapt to varying project needs.• Led the implementation of a Managed Services Organization for a California-based Healthcare Provider, overseeing the development and implementation of internal policies, procedures, and systems for authorizations, referrals, denials, and inpatient management, facilitating a seamless transition from an external provider to an in-house model.• Owned and managed the internal Program and Project Management Community of Interest at Point B, facilitating continuous activity, knowledge sharing, and collaboration by overseeing the development and dissemination of collateral, tools, templates, and best practices across the firm.• Selected as Performance Manager for Consultants and Analysts while serving as an Onboarding Partner for newly hired personnel, including training new staff.• Served as a key advisor to the Practice Director, contributing significantly to the development of the Point B National Practice 2023 strategy, leveraging my experience in transitioning from a staffing model to a solutions consulting business, particularly from my tenure at KPMG.

• Developed the strategy, deployment methodology, and governance framework for a post-merger IT modernization program encompassing 11 Operating Companies within a Fortune 500 Power and Utilities company.• Established and directed the PMO for a $180M program, overseeing the post-merger integration of corporate applications for a Fortune 500 Power and Utilities company.• Evaluated IT project management processes across multiple portfolios within a Fortune 500 Power and Utilities company and devised the future state organization model, tools, methods, and standards.• Developed, constructed, and implemented a Portfolio Management Office to enhance delivery quality and consistency, while standardizing tools and templates across the portfolio.• Reorganized the Corporate PMO Structure and revamped demand management processes for a Fortune 500 biochemical company.• Conducted an assessment of IT expenditures for a mid-market brand management company, pinpointing opportunities for cost optimization.• Designed an IT strategy, sourcing model, and cloud strategy for a mid-market brand management company.• Created a cloud strategy and playbook for a Fortune 500 power and utilities organization to address unauthorized SaaS software purchases, educating stakeholders on cloud benefits and risks, and implementing governance processes.• Responsible for managing $1.5M annually in revenue and achieving a target of $1M in new business sales each year, overseeing the transformation of sold projects into realized revenue through direct management of consulting projects.