Responsible for end-to-end delivery of lululemon's global platform. Based on Salesforce Commerce Cloud stack, with branded assets across 10 non-US regions as well as multiple third party marketplaces and franchise partners. Highlights/Key Accomplishments: *Leading and managing all non-engineering roles - including Business/System Analysts, Program/Project Managers and Scrum Managers. *Delivery oversight for 100+ epics annually. *Ensuring quarterly team plans are in place and being delivered per business expectations. *Development and management of consistent delivery practices across 6+ product teams and 2-4 program teams. *Leadership and sponsorship of role specific Communities of Practice within International Division.*Strategic Implementation Planning across multiple divisional roadmaps.*Staff development and career progression plans. *Departmental Budget Management.*Departmental Vendor Management.

Led a team of Project / Program Managers in the development and execution of products and services spanning the end to end healthcare value stream. Focus areas included: Data and Information Management, Provider and Member Experience, Care Management, Claims, Payments & Billing Administration, Product Design & Management and Relationship Management (ie. CRM). Highlights / accomplishments: *Synthesis of over 3000+ documented requirements into a cohesive multi-year investment roadmap.*Mentoring & Leadership of 10+ Project/Program Managers supporting the portfolio of work.*MVP Launch of 3 new platforms within 18 months.*Helped establish policies and procedures associated with newly established cross-enterprise disciplines including Business Architecture, Product Management, Enterprise Architecture, OCM, etc.*Established "Business Operations Readiness" as a discipline, including development of a playbook and repository for best practice tools and processes, to help ensure an increased focus on those "non-technical" activities critical to implementation success.*Partnered actively with our Agile COE on agile maturation activities and drove the initial adoption of SAFe Agile Framework.*Provided leadership for a cross functional team, "virtual" team, including strategic implementation partners, contract staff and full time employees. *Drove process for selecting and establishing first strategic vendor panel, consisting of 3 global IT Service Providers.

Skava Commerce is a SaaS platform that supports end to end digital commerce. During my time here, I was responsible for Customer Success activities including new business growth, client workshops, client specific solution development, customer satisfaction metrics and market facing product development activities. Highlights/Accomplishments: *Business Development activities spanning Retail, CPG, Manufacturing & BFSI verticals.*Facilitation of customer facing solution oriented workshops.*Global pursuit management. *Customer Advocate (for specific client list).*Client requirement articulation & documentation as feeder to the product roadmap.*Secured 3 new platform customers from the Global 250.

Focus was on building a market presence for the digital product portfolio from EdgeVerve - a product oriented subsidiary of Infosys Limited. Highlights/Accomplishments: *Development and managed a US based team, spanning operations and solution design. *Documented and prioritized region specific requirements and use cases for inclusion in the product roadmaps. *Developed and standardized processes associated with account management, pursuit management, pipeline management and a playbook for industry specific client workshops.*Managed our strategic alliance/partnerships for the EdgeVerve division.*Accountable for customer success/satisfaction activities for established clients. * Signed 2 new clients (Fortune 250)

Led Customer Success Activities spanning both Platform Implementation and Business Development activities across Australia, New Zealand and SE Asia for Infosys's Cloud based Business Platform division. Highlights/Accomplishments:* Responsible for implementation of 2 Procure-to-Pay Managed Service Implementations for 2 leading BFSI customers.* Responsible for implementation of an Activity Based Working Platform at a leading BFSI client. * Responsible for implementation of call center management solutions at a leading Telco client.*Bringing new offerings to market - specifically in the areas of Social Media, Digital Consumer and Distributor Management. * Facilitated solution oriented customer workshops - at multiple phases of the customer relationship (selection, design, deployment, new feature roadshows, etc).* Identified and documented market facing requirements and use cases for inclusion into product roadmaps.* Development of market facing strategic plans, covering both revenue generation and investments into new capabilities.* Brand development activities for all Business Platforms across the region with clients, analysts, advisors and partners.* Establishing and maintaining strategic third party relationships where required to extend our offerings and/or drive increased value to our clients.* Provide local, in country, delivery leadership including management of delivery oriented performance metrics, issue escalation/resolution, stakeholder management, change request management and performance management duties related to onsite staff. * Contract execution and management duties, including leading commercial negotiations.* Strategic account management/customer success activities for existing Platform Clients. * Added 6 new customers from the ANZ 100.

Responsible for Infosys BPO's most strategic client in the region. Joined when the client's CSAT was slipping legal challenges were common, spanning 2 core lines of business and the HR/Payroll area. Highlights/Accomplishments:* Legal issues were addressed and all SLA's were met or exceeded regularly.* Account revenue grew substantially (3 times) and new line of business was opened up.* CSAT scores increased 2 full percentage points (on a scale of 1-7).* Formal and consistent governance programs were established in partnership with each business area.* Client was an active and consistent reference for our services.

Responsible for driving the Enterprise Sourcing Agenda - from within the CEO's sponsored Transformation Office. Working with the LOB's presidents and designates, had responsibility for developing the strategy for how and where to manage the work, looking for those opportunities to increase the global staff footprint. Highlights/Accomplishments: *Established a slate of top tier vendors for the organization to leverage, including comprehensive MSA and SLA frameworks that were leveraged across the organization. *Built a sourcing PMO, establishing workflow, processes and standards for transitioning the work, as well as risk management strategies, vendor governance and metrics, program success metrics, engagement surveys, OCM playbook. *Designed and managed a 3 tier governance program for each strategic partner, including quarterly business reviews with my Executive Team. *Led offshore visits in support of vendor selection and capability assessment activities, including development of a white paper recommending enterprise wide strategy on "voice" work.*Handled all performance issues and/or issue escalations across all operational, financial and legal dimensions, collaborating with other executives as required. *Met CEO established transition goals in 18 months, while developing roadmaps for continued progress.

The change agenda of our newly appointed CIO called for the creation of an enterprise program office - initially focused on implementing and managing a project governance process complete with portfolio management concept and introduction of a common Project Management methodology by which all IT projects would be measured (including both agile and waterfall principles) Over time, the role expanded to include additional disciplines or focus areas including development of the companies first outsourcing strategy, development of a robust IT finance program, the IT Traning program, IT Asset Management and the sponsorship of and oversight of the Service Management (ITIL) practice.

Working as an "internal consultant and project manager" was able to lead a wide range of corporate wide projects. Highlights included: * Contact Center Transformation Initiative which combined 28 individually managed, discreet call centers into 4 mega contact centers with a unified desktop, telephony and IVR technology, call specific work streams and individual career paths for the 300+ staff located in each center. Spanning, real estate, IT, employee training and extensive change management, this project was 24 months in duration and included a team of 60+ FT project staff.* Implementation of the company's initial ERP Platform - post acquisition and in advance of Y2K. Included merger of 3 distinct payroll systems and 2 HR systems into a single, fully integration ERP solution (PeopleSoft). Accomplished in 10 months, this was truly a major achievement as it was the first time the company had successfully worked with a third party integrator and implemented such a critical third party software product. Team size averaged 25 FTE's but was at 40 FTE's during project peak.* High Volume Sales Desk in support of a strategic alliance. In this role, my team was building out a direct sales desk in support of a new alliance the company was putting in place with one of the countries largest credit union organizations. This was the first time that the company considered using third party software (CRM) to enable the business requirements. After 6 months, we successfully got to the prototype phase of the new desktop when the project was cancelled with the announcement of an acquisition - which led the CEO and team to walk away from the strategic alliance. * Development and support of a variety of Agent Automation Projects including third party upload, third party download, company specific rating software, etc.