Chief of Staff to the CIO of Flagstar Bank with responsibilities in Technology for Strategy, $300M Portfolio, Finances, Policies and Procedures, Communications, Regulatory, and IT Vendor Management. Flagstar’s merger with NYCB and the acquisition of Signature resulted in $120B in assets. Stabilization is underway focusing on developing 3-year strategic IT plan and roadmap and maturing regulatory environment. - Partner with the CIO to develop IT strategy, manage executive priorities and closely align with business goals.- Lead cross functional teams to drive key IT initiatives focused on regulatory compliance and merger activities; perform the governance function for a portfolio of 250+ initiatives.- Lead IT Cost Rationalization program resulting in $45MM annual savings to the organization.- Consolidated domestic vendors and optimized offshore vendors resulting in $3M+ savings.- Manage executive communications, including presentations and reporting to the Board Technology committee; facilitate Technology Management and Strategic Project Approval Review committees. - Owner of the IT Policy, IT Governance and PM/SDLC Standards. Manage the procedures library with 200+ procedures.

Enterprise leader in driving new ways of working across BCBSM enterprise and its subsidiaries, $34B+ revenue, by leaning in and driving a growth mindset while fostering a product centric culture keeping the customer front and center. - Drive adoption of new ways of working to enhance our digital products by more closely aligning the business and technology. - Leading the shift from a project to product focused organization and implementing new product operating model leveraging agile practices; launched 11 trains, 72 agile teams; 2 additional trains in process of launching. - Governance and oversight for $400MM product portfolio leveraging lean portfolio management best practices through alignment of initiatives to business strategy. - Leveraging robust data analytics to trend and correlate performance, financial and flow metrics (OKRs and KPIs). Through a dedicated team model increased flow resulting in 120% increase in CMS regulatory reimbursements. - Manage successful MARS and SOC audit processes; achieved 0 improvement targets. - Offer a robust agile and tool training program providing certifications, workshops, inperson training and COP’s across enterprise. 4,200+ people attended internal agile training at foundational, advanced and certification levels.

Championed Business Agility and Digital Evolution with Emergent Holdings (for-profit subsidiary) using a flexible approach supported by rigorous metrics to achieve high quality products and solutions. - Leveraged SAFe operating model, launched 8 Agile Release Trains, 65 cross-functional teams and actively worked with 15 business areas across Emergent Holdings to drive customer engagement, revenue growth, and increase speed to market.- Drove transformation activities resulted in productivity improvements of 29%, faster time to market 30%, predictability 26% and increased employee satisfaction by 11%.- Matured lean portfolio management capabilities across multiple subsidiaries through partnership with Strategy and Portfolio organizations. - Lead various business and IT assessments; provided operational efficiency recommendations and implemented improvements.- Developed application to provide automated dashboards to better quantify, visualize, and drive predictive customer measures associated with agile KPIs/OKRs and project cost reporting.

Currently manage a team of 60+ delivery professionals responsible for delivering a 135MM annual portfolio while moving the enterprise to an Agile Operating model driving continuous delivery and streamlining processes. - Lead the Agile Transformation taking it from being IT centric to Enterprise Focused; implemented Hub and Spoke approach to focus on Coaching, Training, Metrics, Tools, Value Stream Mapping and Financials. Organized teams with resources from both the business and IT. - Re-skilled team of Program and Project Managers to Release Train Engineers, Scrum Masters and Kanban Leads. - Built a team of experienced Agile Coaches pairing them with internal employees through an apprenticeship program. Developed consistent standards and processes being used by the Coaching team as they work towards setting up long standing teams leveraging SAFe practices and principles. - Introduced a SAFe maturity assessment at the team, program and functional area to track progress of standing up “long standing teams” and maturing capabilities and benefits to the organization.

Program Manager for the Recovery and Resolution Plan submission to federal regulators in response to the Dodd Frank Act. This role supports the Head of Recovery and Resolution Planning in managing all required activities and deliverables. The program consists of more than 25 work streams spanning all lines of business (CIB, AM, CCB, CB and Corporate). In addition to the Resolution and Recovery plans, had responsibility for the Internal Self Assessment initiative to move towards automating BAU processes.

Responsible for managing 9 engagements providing project portfolio transformation and program/project delivery to companies in IT, Manufacturing, Energy, Financial Services, Insurance, Pharmaceutical/Biotech and Healthcare. Developed progressive solutions while effectively managing change, risk, and controlling costs with focus on customers and quality. - 133% increase in new business revenue in the Midwest year over year while maintaining existing engagements through contract expansions. - Directed a team of 23 seasoned consultants focused on delivering high quality products related to improving IT practices, agile methodology, organizational change management, business requirements, scope management and overall quality meeting business value expectations. - Experienced speaker participating at the PMI Global Congress seminar, various PMI chapter meetings and University forums.

The Project Management and Business Operations function manages all technology projects for Deltek and is a component of the Engineering team consisting of 350 global resources and has $40MM annual budget. - Manage portfolio of projects (estimated cost $54MM) with team of Technical Project Managers, PMO professionals and Resource Managers responsible for driving successful execution of global software development projects. - Facilitate iterative and agile methodologies to software development lifecycle meeting market demands on a predictable basis with high quality products. Refine and drive PM processes and methodologies collaborating with Software Q&A (SDLC), Release Management and Product Strategy frameworks to develop world class PM capabilities.- Direct Deltek's engineering business planning and control function supporting entire Engineering department. Prepare and deliver departmental business operational management activities such as financial management and consolidated operational reporting.

- Professional Services Director - Accountable for ensuring overall performance and profitability of a $22MM professional services portfolio for SAP, Systems Integration, and Application Management Services. Implemented consistent PM standards and practices, provided mentoring and training and developed enhanced performance metrics program focused on delivery, cost and resource management. - Program Director (T&T) - Lead Transition and Transformation programs through all deployment phases. Bridge the gap between Sales and Delivery by developing client partnerships ensuring quality implementation for global leaders in the specialty chemicals, insurance, financial services and entertainment/media sectors. Programs were cross-functional across global, matrix organizations leveraging virtual teams and resources through an onshore/offshore outsourcing model. US representative to Siemens Global Outsourcing Leadership Network.- Northeast Operations Director (Managed Services) Provide operational leadership to a portfolio of 13 outsourcing accounts, totaling over $118MM annual revenue in the pharmaceutical, financial services and high-technology sectors. Responsibilities include oversight of the Northeast region’s financial results, organizational change management, resource planning, proactive process improvement activities and transitioning of new business into the region. Champion a Lean Six Sigma program focusing on improving financial results. - PMO Director (MetLife) Manage $235MM, 5 year outsourcing contract servicing, 38,000 end users for leading US financial services company. Oversee 90+ staff in all aspects of customer interface, contract maintenance, project management, systems support/reporting, and service desk. Award winner - Siemens corporate award for applying ITIL and PMI best practices.