The failure rate for most Project Management Offices (PMO's) is quite high, and sadly, complex project portfolio management (PPM) software makes things worse. Traditional software is simply too complex for most PMO's and even Gartner indicates that those solutions are designed for mature and elite organizations. Acuity PPM was started to provide organizations with a lightweight and easy to use portfolio management solution that is easy to adopt. Our modular solution lets your PMO get up and running quickly and lets you add functionality when you are ready. Our implementations are measure in days, not weeks or months.Find out why companies love Acuity's interface by scheduling a call: https://calendly.com/acuityppm/general-discussion

• Financial Services Organization: Conducted in-depth portfolio risk analysis in support of reducing the portfolio risk profile for annual planning. Architected a Phase-Gate process and developed a portfolio management improvement roadmap.• Large Healthcare Provider: streamlined project intake process (from a 3-6 month process to a 4-6 week process), established intake prioritization using a priority matrix, analyzed historical resource data in order to develop a resource estimation rubric to standardize resource planning during intake.• Fortune 500 CPG Client: Conducted in-depth portfolio analysis that resulted in new governance insights (e.g. approval rates, project success rates, phase durations, portfolio risk-value analysis), conducted portfolio optimization analysis that resulted in a new portfolio master plan to help the governance team select the optimal number of projects to be launched each year.• Fortune 500 Fashion Company: conducted a current state and gap analysis in order to scope the requirements for a Supply Chain PMO, led the development of a PMO playbook to operationalize the new PMO (including work intake and portfolio management).• Sportswear Merchandiser: Conducted an in-depth review of current-state processes for multiple merchandising teams, reconciled process differences and applied Lean principles to create new business process standards. • Sportswear Merchandiser: conducted a pre-implementation pain point assessment across the supply chain of the current retail ERP system and enterprise retail system that surfaced thousands of hours of efficiency saving.• Fortune 500 Transportation Company: conducted a current state assessment to design the future state project management office (PMO); led the development of a new governance council and Stage-Gate governance process to manage work intake and review of divisional projects; introduced multiple prioritization techniques.

Fortune 500 Retail Company• Led a strategic initiative for a $1 billion consumer packaged goods business unit to enhance innovation decision making by developing a light-weight Phase-Gate process. • Strengthened strategic alignment by establishing a cross-functional governance team to provide ongoing reviews of new product proposals and in-flight projects (considered best-in-class within the company). • Improved project execution by clarifying innovation processes, roles, responsibilities, and deliverables (over 1 million dollars in annual cost savings identified in the first three months after go-live). • Established foundational product portfolio management processes to provide holistic visibility of the innovation pipeline.Fortune 500 Software Company• Successfully led an effort to improve the end-to-end customer experience for a new sales launch for enterprise social network customers. • Developed an extensive set of current and future state workflows to improve the integration of support tools and infrastructure, which were acknowledged as a success factor of the project. • Helped on-board billing support teams to enable billing support for new and legacy customers. • This effort was publicly regarded by a senior Program Manager not only as the best support implementation he had seen but also one of the fastest and most successful integrations in company history.

Configured and implemented enterprise portfolio management software across the IS department and helped train over 120 managers, directors, and project managers. Administered the portfolio system and provided strong ongoing support for greater tool adoption. Facilitated organizational demand management with resource capacity planning and project approval decision-making. Supported the Enterprise PMO and Business Relationship Management teams to develop, manage and optimize portfolio management methodologies and disciplines.

Developed, implemented, and matured project portfolio management (PPM) disciplines throughout the Program Planning organization. Constructed a Phase-Gate process that improved the alignment of projects to the priorities and strategic direction of the organization. The process enhanced project visibility, strengthened decision making, and provided a framework for cross-functional communication among senior managers. Within two years it became one of the core infrastructure components to the Program Planning organization. Coached project managers through the project proposal process and conduct peer reviews with senior project managers to ensure all required business justification, financial analysis, and other assessments are complete and accurate.Authored a portfolio management guide that was circulated and benchmarked within the company. Actively led the Boeing portfolio management community of practice to raise awareness of the discipline and replicate good practices across the company. Developed a portfolio maturity model as a roadmap for portfolio improvement that was later adopted by another Boeing organization. Streamlined governance processes between the Program Planning organization and BCA computing to better align business and IT decisions and eliminate redundant work. Played a key role in developing a proposal for implementing portfolio management within NASA’s unmanned aircraft division.

Sold lawn, tree, and vegetation spraying services throughout King, Pierce, and Snohomish counties for Scotts LawnService, the service division of The Scotts company. Acquired new customers and sold additional services to existing customers. Had the highest percentage at the branch for upselling tree service, a key component for expanding profit.

Coordinated events and activities for a University of Washington student organization. Scheduled meetings, appointments, and handled annual facility logistics. Managed finances and accounting, and administrated an Access database. Oversaw advertising and mentored new staff. Helped plan events for regional conferences of up to 300 people.