Developed, implemented, and maintained IT vendor management processes, standards and metrics tracking.Manages vendor relations and contracts through strategic partnerships which saved costs and delivered premium contract pricing.Developed and manages the RFx process, developing strategy and approach to score, management of the procurement process, contract negotiation, and successful vendor relationship management and communication.Collaborates with cross-functional teams to develop and execute negotiation strategies to achieve optimal pricing, service and quality on strategic sourcing events and contract renewals.Worked closely with IT Management on large scale software sourcing events for Microsoft 365, Salesforce CRM/Marketing Cloud, and Jaggaer

Managed the planning, forecasting and execution of a $70m operating expense and $20m capital IT budget.Proactively managed the effectiveness for fulfilling IT sourcing/procurement, vendor, contract and asset management requirements for 400+ IT vendors. This included architecting, planning, development, and implementation of the ServiceNow IT Service Management tools (vendor, contract, and asset management).Collaborated with cross-functional teams on large strategic sourcing events, e.g., Oracle (ERP), ServiceNow, Salesforce, and Accenture.Partnered with other Sr. IT Leadership staff to develop, maintain, and execute a 5‐year IT Strategy which complemented Corporate Strategic plans, and built the roadmap to advance the state of technology, develop a comprehensive approach for associate growth, and mature IT processes and metrics.Acted as the internal escalation point for all IT vendor related issues regarding pricing, performance, or service level agreement disputes.

After being hired as Manager I was able to achieve various leadership promotions to Assistant Director and Director during my tenure.Provided leadership and accountability for all activities regarding Data Center Operations, IT Service Desk, IT Change Control, and Corporate Telecommunications.Managed annual infrastructure budget of $20m+ operating expense/$10m+ capital expenditures for a team of 25 associates that provided support to these critical business areas.Managed resource availability within various project portfolios aligning availability based on risk and priority.Facilitated quarterly meetings with executive management to discuss Service Level Agreements [SLAs] and Key Performance Indicators [KPIs] defining courses of action for problems affecting critical corporate service levels [mainframe, websites, email, desktop, network, telecom, etc.].Partnered with internal and external Auditors on maintaining governance, eliminating risk, and retaining compliance standards.