As the Senior Director of Program Management & Engagement, I was hired to establish and build the Project Management Office (PMO) – Center Of Excellence (COE) from the ground up. In this role, I championed Agile transformation across the organization and transitioned company to adopt Agile software development methodologies including Scaled Agile Framework (SAFe) which offered structured guidance on roles and responsibilities.THE IMPACT I DELIVERED TO THE COMPANY INCLUDES:• Achieved 20% Agile transformation acceptance in first 6-months and 40% Agile transformation acceptance in 12-months by setting up technical desk to explain Agile principles and recognizing those who partnered along this journey.• Improved customer satisfaction by streamlining the customer onboarding process. This included working closely with the company’s Life Sciences vertical and its teams to develop and launch the BreatheSmart platform.• Enhanced accuracy and transparency of upcoming release calendars by partnering and collaborating with various business units to create holistic roadmaps for the Chief Information Officer (CIO).

As the Senior Manager of Project Management Office (PMO) Infrastructure & Data Operations, I motivated and managed a team of 6 experienced professionals and team leaders across program management functions while overseeing multiple infrastructure projects of varying complexity. In addition, I dlended traditional project management principles and practices with an Agile development approach. Furthermore, I supported Finance and Risk Technology teams on various technology initiatives.THE IMPACT I DELIVERED TO THE COMPANY INCLUDES:• Significantly decreased Information Technology (IT) risks 35% by leading the implementation of enhanced security protocols, and performed management of project risks, including the development of contingency plans.• Reduced resource constraints by increasing resource allocation transparency, and coordinated discussions for the prioritized backlog of work items and projects with key stakeholders, guiding them in adjusting priorities based on business needs.• Actively worked on change management processes including the review and approval of all methods of procedures for maintenance and one-time/emergency repair events in coordination with onsite personnel, contractors, and customers.• Enhanced employee engagement by providing leadership, expertise, and consulting to the business in the process of project management and in the softer skills of team dynamics, team building and group motivation.

As the Director of Program Management, I established and built the Project Management Office (PMO) – Center Of Excellence (COE) from the ground up. In this role, I oversaw significant, transformational projects across the enterprise. In addition, I inspired and led a team of 9 experienced professionals and team leaders across program management functions and managed a $10M annual budget.THE IMPACT I DELIVERED TO THE COMPANY INCLUDES:• Saved 18% in operating costs by reducing vendor payments. This included developing new sourcing strategies (offshore vendor), defining alternative sourcing models for delivery, and renegotiating existing vendor contracts for better pricing.• Positively affected revenue for the company by developing and implementing a product development strategy roadmap with planned product release cycles based on maximum revenue opportunities and positioning.• Dramatically improved program management framework and project governance to optimize operating efficiencies across the PMO and create transparency and accountability across the organization.• Improved project management techniques through the implementation of a new stage gate (or phase-gate) process, which divided a project into distinct stages (or phases) to enhance project visibility and executive decision-making.