Technical program management lead for Ads Intelligence, covering Guidance, Attributions, ML and GenAI

Drove technical implementation of multiple complex regulatory programs for Ads, such as GDPR, ePD, LGDP, and DMA 5(2). — Led Ads’ new Consent Program, collaborating with cross-Google business units such as Core, Search, and YouTube on consent experience and controls for both organic end users and 3P customers— Led Ads’ response for Digital Markets Act 5(2), overseeing a complex program of 18 workstreams, 12 Ads business units, and 21 program managers— Launched Essential Only Mode, Google’s response to CNIL’s ePrivacy Directive— Proactively co-founded Ads Privacy Regulations team, expanding to include Kids, Content and Competition regulations

Funding Choices is a Consent Management Platform for Google Publishers— Launched Funding Choices to GA for web and app (August 2020), increasing users from 58 publishers to 134k — Launched publisher solutions for GDPR IAB TCF v2, CCPA and Apple’s iOS 14 privacy changes— Led and launched complete platform redesign and migration across 3 Publisher products (July 2021)— Drove strategic roadmap and OKR planning; consolidated projects to increase efficiency and success— Introduced agile to the team, and revamped localization, testing and release processes with Milestone Criteria— Launched video ad standards with the Coalition of Better Ads, building detection and enforcement with Chrome

Program lead for Employ, a Search Social Impact vertical focused on connecting job seekers, employers and opportunities around the globe.— Drove successful releases for Jobs Search, one of Google’s company level OKRs in 2018 and 2019, including Jobs for Veterans, Remote Jobs and Salary Onebox. — Expanded Job Search to 35 countries across EMEA, APAC and LATAM, significantly increasing DAU— Led 2019 roadmap and OKRs in absence of Product Manager, including Small Business strategy

Responsible for revamping and executing on the Network Partner Onboarding Program. Partners ranged from O&O networks, local affiliates, regional sports networks, premium channels and international broadcasters. — Process Improvements. Significantly streamlined process for onboarding partners. Initially, there was no clarity on what needed to be done by which team, in which system, with what dependencies. Identified necessary code and configuration in systems, developed a workflow within JIRA, and produced a repeatable project plan template. Implemented a new testing process to validate channels and blackout policies.— Prioritization & Planning. Developed roadmap with leadership based on DMA rank, household coverage, major event schedules, and impact to strategy. — Major Product Launches. Launched major new content packages, including Showtime, MSG, NESN, Spain POC, Outdoor Package. Managed national price increase, regional price management and video stability projects.

Developed critical Product Launch and New Product Introduction processes.  Helped grow Ad Products & Platforms project management team from one person to several teams numbering 15+ people.— Business Unit Governance.  Managed overall portfolio of projects for business units, which generates approx. $5 billion revenue each year. Drove project roadmap development, aligning programs and projects to strategic business objectives. Responsible for headcount planning.— Critical Program Execution. Executed high visibility, executive sponsored programs, such as revenue gap closure, sales transformation, and mass conversion of YP.com listings. — Roadmap and Resource Planning.  Owned quarterly roadmap planning for the business unit. Determined prioritization of projects across business teams, validates cross functional dependencies, and allocate resources. Worked with multi-stakeholder teams to coordinate resource scheduling. — Project Escalations.  Acted as point of escalation for issues with vendors, partners, resource conflicts, or other projects in jeopardy. Worked with executive management to reprioritize or resolve— Core Process Development.  Developed the Product Launch process, which has been approved by VP level executives and reduces churn, launch cycle time, and missed go to market dates. - PMO Team Management.  Managed 7+ direct reports. Actively mentored each employee on ownership, conflict resolution, and career development.POSITIONS— Ad Products, Director, Program Management (01/15 - 04/17). Oversaw execution of strategic product initiatives— CIO, Director Technical Project Management (06/12 - 12/14). Managed technical development and deployment of back office systems for Sales, Operations, Billing and Customer Acquisition— Ad Products and Platforms, Associate Director, Technical Project Management (07/09 - 05/12). Focused on execution of product releases from systems perspective

Executed high-risk, vendor based integration projects on Adobe.com, as well as streamline Web Team processes.— Strategic Marketing Application Prototype. Launched BridgeHome 2.0, a user experience portal embedded in Creative Suite 4, and Proof of Concept for product-web integration strategy. Inherited project that was 3 months late, and reversed trajectory within 2 weeks by prioritizing business objectives and realigning scope. Led first 3rd party development effort on Adobe.com; pioneered communication, escalation, and triage protocols.— Internal Process & SDLC Initiative. Defined document management strategy, consolidating artifacts into one system of record; authored Phase Gate Criteria, first comprehensive PMO checklist; and produced 5 templates incorporating SOX/PCI requirements. Result: increased sponsor satisfaction and project capacity.

Drove full-lifecycle software product development from Inception to GA, managing teams ranging from 2 – 40 people, and overseeing 4 – 5 releases simultaneously. Instrumental in growing a nascent PMO in an engineering-centric, process-resistant organization to one of the most influential and effective in BEA. BID accounted for 7% of resources and generated 28% of revenue.— Enterprise Software Releases. Executed development of major and minor products, service packs and hotfixes. Proactively addressed risks and issues presented by scope changes, shifting market strategies, and schedule slips. Notable releases include ALI Pathways 1.0, a critical component of new Social Enterprise offering, and ALI Process, a business process management application, the success of which led to the acquisition of Fuego (OEM vendor) and 50% revenue increase.— SOA Shared Services & Components. Spearheaded program governing suite of shared services/components extracted from Portal as part of BEA’s Service Oriented Architecture strategy. Identified and averted risks that ad-hoc component releases were posing to SKU development; championed holistic management strategy; tailored milestone criteria; and established mutual contract between Component-SKU on testing responsibilities and integration/defect turnaround.— Initiatives. Included Build Management Calendar, MS Project Training, and Release Train Process development.

Brought on to help remedy resource allocation challenge for eBay/PayPal Operations team. Leveraged resource management module in Project Server, structured request-assignment model based on skillset, and created dashboard to increase visibility.

Consulting firm specializing in program management. Awarded Employee of Qtr, West (Q3 2003) and Month, NW (Feb 2003).— MAJOR PROJECT: MICROSOFT OFFICE 2003 CONVERTIBLE TRIAL, Technical Program Manager (Feb – Sept 2003) • Orchestrated launch of Convertible Trial, a $41million marketing program to develop a new channel for consumer and small business upgrades. Program encompassed 100+ resources, 11 project teams, 50 SKUs in 9 languages, and 2 vendors. Major deliverables include Referral Tracking System, eCommerce site, secured license keys and mass CD production. • Project was initially 9 months behind schedule and did not have a finalized feature list. Partnered with business owner to refine strategy, objectives, core features/functionality, and Phase I countries. • Turned around project by restructuring team into 11 sub-teams, assigning each a dedicated Project Manager to track details, baselining a “drop dead” schedule, locking down scope, and identifying core decision makers.— Program Management Office Development. Developed project and resource management processes to address high rate of project cancelations, slippage or budget overruns. Clients include Telephia, Safeway, Levi Strauss, and VSP.— MS Project Server 2003 Deployment. Deployed MS Project Server 2002/2003 to companies moving to an enterprise PM model. Provided training and mentoring, and augmented PMO knowledge in portfolio modeling and scenario analysis.