Manage cross functional interactions between external vendors and internal business teams across multiple retail payment and compliance projects.Ensure vendors execute timely and at the expected service level via scorecards.Forecast annual budget for Vendors providing external hardware, software, services or maintenance within the Retail VerticalNegotiate and vett Vendor Contracts within the Retail Vertical

Manage Dividends Program - Dividends are paid annually to clients. Work to efficiency reduce and automate task within the program that were fully human dependent. Reducing errors by over 85% and reduced time demand on Human labor over 50%.Implemented the Marketo Digital Marketing Hub, from inception to implementation - replacing a completely manual process.Develop strategy and provide guidance for moving from waterfall to Agile project management. Manage Guidewire Core Insurance Systems monthly releases in role of Scrum Master

Managed the Applications PMO department including 8 Programs across 6 functional business areas. (Warehouse Management, Transportation Management, Hub Management, Delivery Management, Warehouse Control Systems, EDI Technology, Manufacturing, and Integration Programs.). Led a diverse and distributed full-time staff; program managers, project managers, business analyst, software engineers, architects, and lead technical resources; with accountability for training, mentoring, coaching, goal setting, career growth preparation, productivity, and performance reviews. Led distributed 3rd party vendor technology teams across U.S. and offshore locations.Developed and maintained PMO guidelines, standards, and goals; providing continuous improvement of the PMO and programs. Accountable for the PMO's transition from Waterfall to Agile.Worked with Executive Leadership to structure Program roadmaps that aligned with strategic direction of the company. Defined, structured, staffed and budgeted projects within each program and cross functional related projects within the programs based on developed roadmaps.Ensured programs, projects, internal employees, and external vendors conformed to company standards, PMO guidelines, quality guidelines, and best practices. Responsible for Organization Change Management as it related to the PMOAccountable for RFI/RFP, and selection of IT Vendors as well as the quote to pay process. Negotiated contracts, application license agreements, support and maintenance agreements.Enterprise & Large Scale Implementations include - Descartes Route Planning & Execution (SaaS)• Manhattan Associates TP&E and TM (SaaS). Eton Warehouse Control Systems. Microsoft Dynamics AX ERP v2009. Manhattan Associates WMS Phases II & III and ProShip Multi-Carrier Shipping Software.

Assumed Project Manager role accountable for managing multiple projects of moderate to high complexity from inception to completion. WMS Discovery Project - $1.5M budget: the goal of this project was to identify the WMS application utilized for the management of global distribution centers and identifying a third party consulting company that would assist WSI in the transformation. Led WMS Upgrade from v2002 to v2012 - Phase I $7.2M budget: the objective of this project phase was the implementation of Manhattan's WMS in one WSI distribution center and establishing the footprint for new distribution centers.Closely collaborated with all levels from operations to executive management; earned multiple "Above and Beyond" Recognition Service Awards; received "Exceeds Expectations" evaluation all years in the position.Managed a direct store distribution project from inception to completion: reduced the demand for off-site storage by retail stores in some of the larger metro locations by permitting the merchandising team to allocate inventory to a specific store without shipping it from the distribution center. Worked with the Manufacturing leadership team to automate improve and automate operational processes in the movement of cut fabric and raw materials and route those for a single item to a single sewing machine operator. This Increased productivity over 20% per day.

Successfully managed an offshore Development and Production Support Team (from 7 to 16 members); led the team to a 75% decrease in production support concerns over the course of two years. Estimated development resources: this action included evaluations for all interface modifications for company projects and production support modifications and enhancements. Assumed Technical Lead: managed technical delivery team across multiple projects of low to medium complexity from inception to completion. Implemented the EDI 810 Invoice Procedure as part of a Canadian Drawback Program that recovered $700,000 upon execution. Project IT Team Lead accountable for full SDLC through to implementation of Manhattan Associates Trading Partner Management system: led the integration team through the implementation of an order tracking system that fully integrated with the WMS system while managing the relationship with home delivery carriers; monitored and controlled all expenditure on carrier resources for testing and implementation. Earned multiple "Above and Beyond" Recognition Service Awards from all levels of management

Implemented the EDI 810 Remittance Advice for multiple trading partners. Led critical transformation processes: from v3010 VICS to v4010 VICS EDI.Provided 24-hour production support for over 65 EDI trading associates.Performed analysis, development, and maintenance of interface programs in the areas of distribution, manufacturing, and financials.