I was sought out to be the interim leader for the IDN PMO and Lean functions in September 2020. During the first three months, I completed a functional maturity assessment and recommended strategic changes. I was then offered the chance to stay and implement a two-year strategic roadmap, serving as the CIO’s right-hand in May 2021. This role included additional direct responsibility for IDN Business Analysis and Shared Business Services, as well as indirect responsibility for IT and Supply Chain. With C-Suite turnover in 2023, I was asked to report to the interim CEO and Chairman of the Board to assist in a financial turnaround and the restructuring of strategic councils. Due to my success in that interim assignment, I was given expanded leadership responsibility for the enterprise call center and scheduling functions in 2024.

PM3 Solutions is a Minnesota-based project management consultancy firm focused solely on portfolio, program and project management. Our core values of Respect, Integrity and Teamwork lay the foundation for what we are passionate about and proven performs of – execution!SELECTED ACCOMPLISHMENTS* Served as Program and Change Manager to course corrected a bank merger of equals by setting up an IMO and executing on a 12-month roadmap. * Completed an IT PMO staffing review for a global Air Line carrier and recommended six easy to implement changes to drive financial efficiencies.* Provided a framework to Executive Leadership for implementing an EPMO across a global Air Line carrier.* Consulted for a startup design firm on how to implement an enterprise prioritization process with supporting roles and responsibilities.

LTCG was experiencing significant loss in revenue due to poorly performing PMO and development teams. As an expert in flipping PMOs, I was recruited to LTCG in January 2018. I immediately focused on getting the right resources onboard and establishing the basics. This foundation helped drive an overall IT revenue increase of $50M in the first two years.SELECTED ACCOMPLISHMENTS* Designed and implemented a new model for planning and executing IT projects. By optimizing the PMO staff, the department was able to maintain the same volume of work but reduce from 31 to 22 resources. * Developed a staffing strategy that reduced contractor-to-employee ratio from 13:18 to 1:21, which yielded an annual contractor labor savings of $369k. * Implemented new governance structures and PMO foundational methodology, which improved project delivery on time by 47% within the first year.

In response to a 2016 financial crisis, misaligned enterprise priorities and a strategic program a year+ behind schedule, I was recruited in 2016 to build HCMC’s first formalized ePMO. After creating and then receiving approval from Executive Leadership on an ePMO strategy and roadmap, I grew the ePMO team from 3 to 21 project management (PM) professionals and $500k to $4.1M departmental budget.SELECTED ACCOMPLISHMENTS* Created enterprise prioritization process in partnership with the CEO and CAO.* Created baseline 2016 enterprise project portfolio by partnering with Executive Leadership, which resulted in reducing active software development and infrastructure projects from 52 to 17.* Completed 38 projects (combination of enterprise and functional projects), of which 84% met project success criteria.* Course corrected $220.9M strategic program by: implementing a program structure and methodology, then re-scoping and re-base lining.* Implemented phase I of IT governance, which yielded an operational practice for road mapping and capacity/demand management.* Created HCMC PM 101 methodology and trained 102 resources from 5 key stakeholder groups.

Hired to develop the organizations first formalized IT PMO. Promoted to Director of EPMO within five months to replicate success across the enterprise.SELECTED ACCOMPLISHMENTS* Established a formal IT PMO framework: developed, introduced, and formalized processes; authored job descriptions; and hired and trained top talent to build a team of 12 within six months. * Supported $2.5M global data center migration, which was delivered two months early and $500k below budget.* Lead a team that managed an average of 50+ active product/software development and infrastructure projects.

Recruited to instill program and project management disciplines into the organization with a focus on fluidity that manages rapidly changing markets.Guided organization-wide programs and projects within the strategic portfolio with a $2.5M portfolio budget and resource requirements >500.Managed $1.4M department budget, with internal and external PM teams, and dotted-line management responsibilities for numerous other managers and directors. Promoted to Portfolio Director to collaborate with senior leadership in creation of strategic plan that defined a cohesive corporate vision. SELECTED ACCOMPLISHMENTS* Spearheaded groundwork for Project Management Office; developed HR and budgetary framework to support national, multi-facility project management teams.* Collaborated with the Strategic Design & Development Manager to standardize project management policy and procedures to promote a consistent organizational approach for project management.* Led a $1.8M organization-wide ERP project that integrated and streamlined 5 nationally dispersed production facilities under 1 umbrella. Championed multi-functional teams of 18 project reports and 120+ indirect reports comprised of steering committee members, sponsors, and key stakeholders. * Led aggressive 100-day $105M integration of Transcontinental acquisition into IWCO infrastructure with a focus on managing enterprise and department-specific projects that aligned portfolio with company vision. * Developed IWCO certification program to deliver standardized project management methodology that fits within company and industry frameworks and supports rapid market changes.* Received company's annual Presidential award for "Rookie of the Year" in 2010.

Introduced project management discipline that efficiently executed on critical initiatives within the SMSC community. Managed IT/QC Supervisor, 6 Business Analysts, 7 Project Managers, and a budget of $500K.Served in three primary leadership roles: Supervisor of Project Managers (PM) and Business Analysts (BA), Change Representative, and Portfolio Manager. Credited with establishing a collaborative, cohesive project management organization.SELECTED ACCOMPLISHMENTS* Identified overarching principle and defined program-wide approach to accomplish various projects that separated community infrastructure from gaming. * Program Managed data center build out that upgraded technology, secured community systems, and provided better technical tools for education division; $3.2M budget; 9-month timeline. * As Program Manager for the IT Integration Program, managed budget of $1.8M, and directed several cross-functional internal and external teams.* Led community’s conversion from analogue telephone lines to voice over IP (VoIP) across 6 different buildings; 8 separate projects with 25+ internal and external resources. * Created framework and processes for Project Management Office, including HR, budgetary, and infrastructure requirements to run a successful office.

Selected for collaborative ability to gain consensus across leadership and define project and program requirements during development of 5-year strategic plan. Built out new staffing model within 2-month timeframe, with a focus on health care contract data, financial reporting, and budgetary tracking. Defined Network division’s response to changes in legislation for electronic patient data (PHI) transfers.

Promoted rapidly through several reorganizations to lead Project Management team and serve as liaison between technical and non-technical departments. Managed electronic discovery for multiple simultaneous litigations and throughout all stages of project life cycle. Developed consistent training program to onboard new Project Managers: created project tracking tool, authored training materials, and presented project case studies.

Managed team of 10; established best practices that re-aligned organization after period of change. Defined team culture to foster cross-team collaboration and develop BA “best practices.”

Developed early project management experience in POS software upgrade, construction supports, and HR policy development.