Supporting customers' information governance and compliance needs through advisory and project-based engagements focused on the M365 Purview platform and complementary products and services.

Led the Rhythm of the Business (RoB) strategy, plan and processes for a rapidly growing organization of 4.3k FTE, this included managing the leadership-level Objectives & Key Results (OKRs), Monthly Priority Reviews, Quarterly Strategy Reviews, Quarterly Business Reviews, and the Annual RoB Planning Processes.

Chief of Staff to the Vice President leading the Azure Cryogenic Computing team chartered to develop technologies for cryogenically cooled compute systems.Led the design and implementation of the team's first Rhythm of the Business (RoB) framework, encompassing leadership meetings, strategy sessions, objectives & key results management, business reviews, all-hands meetings, and the like. Partnered with senior leaders of the organization to assist in driving execution of the organizational strategy. Monitored and reported organizational effectiveness and efficiency, employee engagement, and organizational communications.Continuously identified and partnered with others to implement process improvements focused on simplification and removing obstacles to enable the team to succeed. Partnered with finance on tracking, monitoring and forecasting financial results. Collaborated with human resources on improvements to the end-to-end recruiting process, people management excellence, aligned people development training and contributed to organizational health planning. Active member of the Azure Chiefs of Staff and Business Management Communities.

Gathered requirements from Fortune Global 500 companies, developed functional specifications and delivered Data Governance features into the Office 365 Security & Compliance Center - all aligned to an overarching goal of providing simple, yet powerful tools that make it easy to comply with data lifecycle requirements for Classification, Retention, Records Declaration and Disposition.

Directed a team of full-time employees, contingent staff, external vendors and internal IT partners to deliver productivity solutions for the Corporate, External and Legal Affairs department. At the start of my tenure in CELA, I initiated establishing, developing and leading a team of technology power users to fill a widening gap between maturing end-user configurable software products, like SharePoint, and traditional custom code solutions developed by internal or external development teams. Always leading to first understand the business strategies, key performance indicators (KPIs), compliance requirements and end user productivity needs, our team was chartered to leverage out-of-box capabilities of SharePoint to quickly iterate and deliver productivity solutions spanning the entire information management lifecycle (ITLC), with an emphasis on document Retention, Records Management and Disposition. Our charter matured and expanded to provide solutions and services on Office 365, Dynamics CRM and Azure. Along the way, I led several strategic initiatives, one resulting in being the first corporate function department at Microsoft to have transformed all of its web properties, SharePoint sites and workflow solutions to the cloud. Another notable initiative was in consulting directly with the Office 365 and Azure product teams and our internal IT partners to architect and develop a cloud-based legal document management and collaboration solution on Office 365 and Azure, called Matter Center for Office 365. Based on significant interest from CELA’s external partners and legal vertical industry ISVs and SIs, our team delivered its first open-sourced project for Matter Center on GitHub in late 2015; it has since developed into a lively and collaborative open-source project with hundreds of push/pull requests, forks and branches.Member of the International Legal Technology Association (ILTA), and the Association for Intelligent Information Management (AIIM).

I delivered improvements to Microsoft's global knowledgebase systems and web properties for the Customer Service & Support (CSS) division. I also drove reorganizing the 'Contact Us' user experience that all Microsoft web properties use to include a Live Chat option and provided year-round product ownership for an internally developed user feedback/survey solution. Additionally, I worked on improving search methods and technologies for the CSS web properties, gaining a deep understanding of search engine optimization (SEO) and federation functionalities. This afforded me a seat at the Bing Search Public API team's table to discuss the needs of the CSS web properties and the volume quantity of traffic that would soon be directed to the Bing API.

Responsible for driving the vision, scope and delivery of software solutions aligned to the Global Procurement business roadmap. Continually balanced available dev/test resources with global requirements, priorities and accessibility/usability standards. Proactively led end user focus groups, usability studies and market research to drive the incorporation of end user and industry scenarios into the solutions. Gained extensive experience, as new software solutions and updates neared release, in the area of planning, resourcing and executing business [process and data] migrations as well as defining and operationalizing on-going compliance activities.Key contributor to the business requirements and rationalization phases of a large-scale initiative to re-architect and institute key controls, purchase classification, business-to-business (B2B) capabilities, and compliance measures (e.g., Sarbanes-Oxley, UNSPSC) into the Global Procure-to-Pay processes and systems. Co-Lead the development of a Global Procurement Center of Excellence.

Managed the Maintenance & Repair, Energy Management and Facilities Service Desk aspects of a Critical Environments Integrated Facilities Management (IFM) contract. Ensured the conditions of the contract were upheld and continued to be of value to Microsoft. Continually analyzed financial, resource allocation, energy consumption, and customer feedback to identify and drive areas for improvement. Provided direction and guidance to the Vendors on process and cost saving initiatives. Reported program results and new initiative proposals on a monthly basis to the Senior Director of Facilities Management.

During a time of extraordinary business and headcount growth at Microsoft, I led the Puget Sound Tenant Improvement (TI) portfolio of construction projects, which consisted of all projects under $250k. For each of the 100-150 concurrent projects, I was accountable for ensuring that customer workspace and lab requirements and their forecasted short-term growth were successfully assimilated into distinct design and construction projects, value engineering options investigated, and the design, construction and close out processes driven to maximum efficiency. Managing this portfolio of work entailed directing a 30-person team of vendor resources, collaborating extensively with internal workplace services teams and continually balancing scope, schedule and a $10M budget. In order to achieve our delivery and customer satisfaction goals, I focused on developing a highly agile and collaborative cross-functional team, ensured design standards were upheld, implemented processes and tracking mechanisms to continually improve the delivery of our services, directly managed customer engagement, scoped and negotiated architect and general contractor contracts, developed monthly reporting and presented to organizational leadership on a quarterly basis.

On-site construction management representative, responsible for managing many small fast-track projects in occupied clinical and hospital spaces, ranging in cost from $50k - $4M. Worked in a partnering relationship with the owner's representative and architect to ensure we constructed a high-quality product, even in the face of continually changing design documents.Prepared & applied value engineering measures to cost estimates, developed and tracked the overall project schedule in Primavera which included architect and owner work-streams, composed and negotiated contracts, procured construction materials and reported progress to all stakeholders.