Honored to lead SW engineering teams that develop and maintain national enrollment services for Kaiser Permanente's 12.5 million members.

Managing execution for two Product lines during period of enterprise technology transformation. Simultaneously, led numerous components for newly formed Program Management Office. High emphasis on Benefits Realization and role/process/governance definition, • Performing duties amidst an environment of hyper change.• Actively mentoring junior project managers and broader functional area colleagues.

Led strategic and operational programs across multiple business areas and geographies. Responsible for ~$25M in project budgets focused on high risk, transformational efforts delivered through Agile-Scrum and waterfall approaches.• Delivered foundational technology platforms allowing the business to achieve contract award milestones, expense targets, and strategic initiatives.• Built cross-organization alignment and executive management support under difficult circumstances.• Constructed team integrations with vendor Professional Services.• Managed concurrent delivery of capital projects ($2M-$6M each).• Delivered initial foray into Agile-scrum providing feedback into PMO processes.• Executed project efforts concurrent with IT Engineering Manager responsibilities (below). Program Leadership domains:• Document Management | Technical Publications• Manufacturing Test Engineering• Data Analytics• Digital Manufacturing | Virtual Reality | Augmented Reality• Financial Reporting and Program Execution (SOX)• Enterprise Product Data Management | Product Lifecycle Management•Asset Management (LM Corp - $250M desktop hardware sourcing contract lead)Oversaw team of 25 highly diverse software engineers supporting multiple functional areas and Divisions. This staff was spread between 2 major geographies and included tele-workers.• Developed staff cohesion as a newly established department.• Introduced progressive communication techniques to open dialogue, improve participation, and aid inclusiveness….adopted by peer managers.• Balanced all aspects of staff planning, annual reviews, hiring, reductions, summer intern oversight, and general personnel issues with my separate Program Leadership responsibilities.

Consulted with client teams on the implementation approach, business configuration, and enterprise deployment of product development solutions. Guided clients in the development of program roadmaps and detailed project plans. • Delivered implementation models for how to approach Product Lifecycle Management solutions in the context of the clients’ business model and culture.• Oversaw engagements for a diverse client base (medical device, aerospace, technology manufacturing, and fashion accessory industries).• Developed unique conceptual models that drove cross-domain IT and business process conversations.• Facilitated resolution of process/priority differences between customer organizations.• Delivered strategic assessments requiring the rapid investigation, analysis, and presentation of findings to executive management.

Oversaw a $40M/year global IT systems portfolio as part of the total IT value chain. Led platform total cost of ownership metric formation and management, portfolio investment and delivery strategy, vendor engagement, and business alignment requirements.• Led the platform strategy formation process: role definitions, organizational changes, and process designs in support of the transition to this “platform model”.• Ensured strategy congruence between senior business and IT management.• Negotiated capability roadmaps, technology roadmaps, and investment priorities.

Worked with architecture colleagues to evolve enterprise architecture as a methodology and discipline. Primarily responsible for definition and leadership of the global Product Development IT domain during time of organization alignment and convergence. • Co-delivered an enterprise architecture framework and governance discipline.• Led development of strategic IT plans and the translation into program roadmaps.• Coordinated technology roadmaps with SW vendors and service providers.

Oversaw the transition of five product line financial departments into a new centralized $12 billion business unit. Many of our process and tools were leveraged by subsequent business unit formations.• Negotiated financial consolidation processes for the new organization within ongoing reporting deadlines.• Coordinated semi-annual forecasting cycles under tight time constraints.• Delivered monthly/quarterly consolidated P&L analysis and management narratives.

Conducted strategic Finance IT support. Performed technical consulting on cross-division reengineering teams. Guided the solution roadmap formation and execution plans in support of business initiatives.• Automated a $100M+ inter-corporate billing and vendor payment process.• Led standardization of and migration to a global costing standards environment.• Spearheaded initial use of OLAP tools for data analytics.