Global Director of IT Finance/Revenue & IT Infrastructure Portfolios Overall responsibility for the day-to-day execution of projects within the portfolio and ensuring that they meet the overall goals and objectives of the portfolio roadmap.  Work with Sr. Leadership, Product Owners and other Portfolio directors to ensure alignment between execution and strategy with focus on Digital Transformation of the organization Direct the portfolio-level processes and execution, escalating impediments, managing risk, and driving portfolio-level continuous improvement.  Manage portfolio-level budget and tracking of actuals against plan. Assists with economic decision-making by facilitating feature/capability estimation by project teams and rolling these estimates up to the portfolio levelCo-launched the Global IT Women Network - engaged women across the globe to come together to form the group. Held roundtables, hosted a Leader speaker panel, and created an online community to share profiles.

• IT Manager of GE Capital KYC program - Creating and defining the IT strategic overview of the global implementation of the KYC program. Participated in the selection of the IT suite of tools (Actimize) and all related vendor management. Coordinated a team of 25+ employees and consultants across the globe on the project deliverables.• Lead the 18-month implementation for global deployment of Actimize CDD/RCM - coordinated the project plans and other required project documentation (project charter, requirements, design, test plans, schedules, and presentations) across the business units. Coordinated all the PMO documentation, signoffs as required by the regulatory teams.• Collaborated with members of the KYC Project team to create a toolkit that would help guide the business units from KYC Risk readiness through execution. This comprehensive document provided the structure, guidance and requirements to ensure business readiness to implement the solution -repeatable and sustainable process for Data migration, Data Mapping, and tollgate/PMO project documentation.• During the divestiture period, managed a team that needed to balance the needs of sales of the businesses to buyers with building the new smaller and more efficient Capital 2.0. IT lead for the KYC data migration out of GE into the receiving businesses – working with buyers/outside companies to ensure the proper data can be transferred. Prioritizing the legal obligations of the Transition agreements to the resourcing and timing constraints as GE Capital continues to reduce size.• Implemented Actimize ERCM as a replacement tool for the Capital 2.0 businesses.

• IT lead for the North America Anti-Money Laundering initiatives – program rollout included Screening for all new and current customer, risk rating all new and current customers, and digitizing all supporting documentation. It was a multigenerational, cross-functional project across RE, we had monthly report-out to the Senior Mgmt in addition to Capital HQ for over one year.• Managed a team of eight, which reduced the number applications in this space from over 40 to 22 in the first year and then supported the day-to-day production requirements of 20+ (small to med) applications that serviced the HR, Legal, Compliance, Risk & Marketing departments across Real Estate. In addition, to production support, also supported the development of new functionality of these applications. • IT relationship manager for Real Estate Mexico and Real Estate Canada, ensuring that their needs were met in the various global applications across the platform

• Lead a technical team of nine consultants to implement a new application - the Finance datamart, which enabled Finance to maintain strong controllership standards, meet emerging regulatory requirements while reducing cost of support.• After spending 6+ months gaining consensus to implement Hyperion Essbase for the global Controllership and FP&A teams, lead the technical team in cooperation with the HQ team and Finance team to eliminate 100’s of spreadsheets across the globe to increase productivity and accuracy in reporting. Deployed the new tool in North America, Europe and Japan across a several years’ project.

• Black Belt certified 2006, after passing exam and completing two projects that included the Cash Application Project, where we reduced cycle time from an average of 8.7 days to less than 2 days and the Expense Visibility Project, where we developed a dashboard to allow Finance to see expenses hitting daily instead of the monthly report previously.• Started SFG during the UAT phase of the Oracle General Ledger, assumed project lead role and deployed on time and on plan. Managed the day to day support of the Oracle GL while implementing tax programs, reporting dashboards, and budgeting modules within Oracle.

-Lead the IT finance team from Hyperion systems to the outsourced COE by Arthur Andersen-Provided production support of all Finance systems - G/L, A/R, A/P, Payroll, and FP&A for Hyperion Solutions through all quarter/year end closes

-Supported the A/P mainframe system for North America-Consolidated multiple instances around the country into six regional systems -Team Member of the G/L implementation of PeopleSoft