Strategic Programs Office (SPO) - M&A Diligence & Integration ManagementResponsible for CBRE M&A deals. M&A initiative deal characteristics range from Tuck-In to Strategic/Transformational) type deals, with focus on establishing TOM (Target Operating Model designs), value realization & E2E Business Integration.

Technology program executive responsible for end to end delivery of SaaS CSS/eCommerce software development programs. Successfully delivered large multi million dollar business critical programs including Etihad Airways & Virgin Australia. Led global distributed technology program teams across US, EU and Asia. Championed Agile & Lean software development methodologies. Led business and technology initiatives that spanned across multiple organizations to facilitate high quality, on time, on cost delivery and implementation of product development programs.Responsible for a large portfolio (spanning 26+ products. Additionally, area of responsibility included managing a large PMO org supporting multiple technology product teams within Airline Solutions business unit. Enterprise program (E2E) coverage focused on managing company strategic direction along with working closely with (30+) clients. From a Program perspective, sole POC for the enterprise that comprised of Development, Test Engineering & Product management teams.

Hilton Worldwide - Key member in planning and leading a large ecommerce project (Global Web) that involved the transformation of legacy and individual brand portals to an enterprise ecommerce portal for HWI. This transformation strategy included the usage of complex technology along with hundreds of business rules required to drive the portal and setup an end-to-end support team. Additionally, was responsible for managing a large development and customer support team along with streamlining process for end-to-end delivery.

As Sr. Director of the AT&T services team, worked closely with senior leadership members involved in companywide initiatives ranging from optimization, IT Infrastructure planning, IT program and project management. Additional responsibilities included providing leadership and collaboration for several multi billion dollar corporate initiatives focused on business and technology integrations as a result of several M&A's. Highlights/Accomplishments:• Successfully initiated and managed the implementation of a multi-million dollar SAP Learning solutions module at an enterprise level. This consolidated implementation now caters to ~ 500k employees.• Instrumental in proposing and managing the implementation of an enterprise wide eLearning module with the ability to host more than 12,000 courses.• Managed a global team (100+ members) that was responsible for about 400 applications, applications ranged from being enterprise wide to business unit specific.• Proposed and lead a team assigned with a task of centralizing QA effort for about 500 HR applications as part of a HR One Stop (portal) concept effort. Effort was acknowledged and recognized by senior leadership for this achievement.• One of the key leadership members in setting up a centralized AOTS (AT&T One Ticket System) to consolidate E2E support for over 300 applications.• Recommended and led the implementation of post-training evaluation methods at an enterprise level, this process evaluates trainee feedback and the effectiveness of overall training. The concept was modeled after Donald Kirkpatrick’s ‘assessing training effectiveness’ recommendation. This initiative was a major value add to AT&T as it invests millions of dollars towards training programs designed for its 500k + employees.• Led and managed several merger integration initiatives (acquisition of Ameritech, SNET, Bell South, Cingular & AT&T) from a cross functional perspective.

As part of the human resources consulting team, streamlined and managed several enterprise wide initiatives that resulted in significant cost reductions and increased efficiencies. Led the enterprise wide Y2K initiative and established an execution framework.