NYU Tandon School of Engineering’s Department of Technology Management and Innovation is a recognized pioneer and leader in the field of technology management. Charged with leveraging the great strengths of the program to take advantage of new opportunities in design strategy, new product development, lean manufacturing, data science and other related topics. All classes are taught using an integrated methodology that the executives who take the course must apply back in their companies• Project Management for Technology Managers – focus on developing strong business cases, project plans and teams with special emphasis on team dynamics, conflict resolution and effective agile management to ensure on-time, on-budget delivery• Operations Management for Knowledge-based Organizations – process-based, customer-centric focus, full spectrum from process improvement to process agility and innovation. With special emphasis on the adoption of digital technologies into process design and management• Supply-Chain Management – Integration through Technology – primary focus on addressing business partner selection, digital platform and ecosystem participation strategy and the subsequent management challenges in ensuring on-time delivery of cross-function, -business, -company, -supply chain, and platform processes • Strategic Change Management – Leading Change and Transformation – three-part focus on assessment of change requirement and planning; change leadership and team management; and sustainability and continuous improvement• Managing Technological Change and Innovation – pragmatic focus on the structures, processes, metrics and leadership requirements to develop, measure and manage an organization’s innovation capabilities

Providing project execution and IT strategy services for clients across a broad spectrum of industries. Specializing in leading-edge project management solutions, applying proven methods, tools, and expertise to help clients realize a maximum return on their technology initiatives.

Manage technology change and process improvement initiatives. Perform project, portfolio, and process improvement health checks. Provide training and support for process improvement, project and change management professionals.

Leadership role in developing the International Association of Innovation Professionals (IAOIP) as the world’s only innovation certification body, providing members with the knowledge, skills and opportunities to deliver real change in their industry or field. We anticipate that the organization will have certifications prepared at the beginning of 2015.Co-chair, Idea Generation Working Group. This group looks at what it means to create new ideas, and how idea management must be approached and contextualized in the pursuit of facilitating emergent innovation. The working group will leave members with new insights into directed versus emergent innovation, idea management, ideation in the context of adoption cycles and the larger landscape.

Newly created role to develop and implement a strategy for the planning and execution of Continuous Improvement and Business Transformation initiatives. Strategic advisor to senior management, the focus is on development and implementation strategies to optimize the organization for effective and efficient delivery, while supporting a focus on service excellence and customer-focused innovation. Developed new service delivery/business partner engagement model, job families/competency model, demand/resource management, and project/portfolio management to build Business Improvement Consulting model to incorporate new concepts into existing systems and processes, while supporting the organization’s ability to grow and develop new business opportunities.- Designed and implemented a new internal business improvement consulting organization, including creating new job family, competency model, service offering and branding/marketing strategy- Developed full consulting methodology encompassing service improvement analytics, opportunity management, performance improvement service delivery and continuous improvement/sustainability- Developed internal training programs to transition staff to new roles and onboard new staff- Built project reporting, demand management, project prioritization and resource allocation framework and process to manage program intake and assign staff and communicate portfolio status- Manage a team of performance improvement analysts, business improvement consultants and managing consultants that has developed a full portfolio of internal business/process improvement consulting engagements - Building a Center of Excellence to lead the development of process documentation and improvement standards, community development activities- Created a ‘Solutions Team’ focused on improving the success rate of application and business process outsourcing initiatives

Built Capability Development and Support Services and Process Improvement and Design Services. Focused on capability and methodology development and delivering business process improvement opportunities - Developed/implemented new Career & Capability Development model transitioning180 jobs into 15 role families, 55 career-based jobs and integrated competency model- Created Centers of Excellence in Project Mgt, Agile Development and Business Analysis - Launched new on-line Learning Management Systems linking all jobs to 600+ development opportunities, providing a personalized employee-based curriculum, enabling capability self-assessments and manager validations to support personal development planning - Created and delivered Orientation Program to over 1,000 employees developed/delivered curriculum covering 15 modules in methodology, operations, strategy and innovation- Created a new Change Delivery and Support Governance Board, and associated working groups, to focus on methodology, tools, training and support- Created a new process improvement support model focused on process design, documentation, training, and mentoring support- Created an internal social media enabled tool and process for soliciting/nominating, voting/prioritizing and implementing employee-initiated process improvement opportunities- Created monthly lecture series with internal/external speakers, attended by over 150 colleagues o discuss relevant industry topics or introduce new internal processes - Developed learning programs, an accreditation strategy and a support structure to implement a Coaching-based Leadership program across the bank- Led business model redesign, documentation, and organizational transition efforts for two different phases of IT outsourcing of all application development and support services to external vendors - Developed and implemented a new processes for prioritizing and developing business cases, project estimates and business requirements

Managed group of project managers and business analysts to provide business solutions and project and program management services in support of PWI Retail Distribution. This included developing technology and operational capability for the introduction of new products, services and processes. Managed annual $40+M portfolio that included: - Worked with business partners across 20 different business units to lead the effort to define a multiyear development strategy to define, develop and deliver CRM capabilities in support of the transition to a relationship-based strategy. Delivered Phase I, Book /Client Management Capability on time, on budget to develop infrastructure, data and applications to support broad-based strategy to enable 1:1 relationships for over 700 reps in the High Net Worth (HNW) and Mass Affluent (MA) markets to deliver $30B in new flows.- Provided strategic direction, program leadership, project management, vendor management and production support for the Retail Rep Desktop Workstation which integrates over 130 applications (including workflow, trading, fulfillment, case mgt, etc.) focused on supporting over 7,000 users across 19 different rep profiles. Delivered program to re-architect technology platform and user interface development to support process improvements delivering more than $8M in annual productivity- Developed new project and program management capability, including methodology, governance, and training programs

Defined and led large-scale, multi-year, multi-million dollar, technology-based, operational transformation initiatives, collaborating across multiple Fidelity business and systems organizations.- Led a phased replacement of the core system and satellite applications that supported the consolidation and reporting of transfer agent activity. Led effort to identify and manage India-based development partner. Initiative encompassed a reassessment of core business processes as well as the development of several new, cross-Fidelity business processes, to increase the division’s ability to support new products and support changes in the regulatory environment. Delivered cost savings as a result of this initiative were 20-40%/year across both operations and systems development.- Delivered a multi-year systems development initiative on schedule and under budget. Led effort to combine development efforts with international affiliate and identify and select India-based development partner. Initiative encompassed business process reengineering, full life-cycle systems development and an operational rollout strategy that encompassed full development of policies and procedures, training and support through implementation. Managed all on-shore and India-based resources to deliver on transformational initiative resulting in 30+% in operational improvements- Led the senior team on a Vision and Strategy initiative focused on assessing current strategy and operational capabilities, identified and detailed relevant business and technical trends, and developed implications for future business model. Developed consensus on objectives and defined five year plan to implement strategy including development of relationship management and product development capabilities, core process realignment- Asked by the president to lead a collaborative initiative across business units to identify best practices in project management and institute process to deploy across the enterprise

Provided enterprise-wide business planning, modeling and analysis services to the Corporate CFO

Built process outsourcing model in payroll, health and welfare benefits services. Transitioned internal processing team to fully independent, client facing outsourcing service organization

Responsible for development of new practice area, new business development and managing multiple engagement teams on reengineering, information technology assessment, and strategic planning engagements

Bain and Co spinoff focused on M&A and LBO Turnarounds

International Accounting, Auditing and Consulting Firm - Senior Manager