Created a brand new IT Project Management Office (PMO) from the ground up, complete with hiring the new team and establishing new processes from intake to delivery. Following the acquisition of AmeriHome Mortgage by Western Alliance Bank, the bank embraced AmeriHome’s IT projectmanagement structure. My role focuses on PMO oversight of the IT Infrastructure system at the bank. Established new quality controls over the management of projects, including relevant productivity and risk metrics, focused on change management, created a clear direction on PM best practices within the confines of system tools available (Atlassian Confluence and Adobe Workfront), and worked with team members on their career growth path, resulting in a 100% retention rate of employees.Directed the virtual team through high profile multi-million dollar programs focused on the migration and merger of the AmeriHome infrastructure system into the Western Alliance system, the re-architecture of the bank’s enterprise data system to unify the data analytical processes throughoutthe organization, and the establishment of stricter controls over application monitoring and management.

Project manage cross functional teams driving key internal deliverables for a technically innovative national mortgage company. As part of the newly formed PMO team, my role focused largely on theIT-based projects and those initiatives requiring a heavier reliance on software development, APIs, interfaces to cloud-located third party systems, and SQL intensive reporting. I drive the new product development from initial requirements to fulfilled deliverables.Often I operated as my own business analyst and subject matter expert, working directly with the business intelligence teams and lines of business. Able to communicate effectively with both technical and non-technical stakeholders. Within a short period of time, I was able to help introduce proper project management techniques into a business environment looking to transition from entrepreneurial chaos to more rational business solutions.

Senior Project Manager responsible for transforming development processes, identifying efficient solutions, and reliably delivering projects according to realistic expectations. Tasked with overhauling along-time waterfall shop following the divestiture of the broadcast business of Harris Corporation.Incrementally applied specific agile workflows to facilitate a more timely and successful delivery of software and hardware products. Established two new scrum teams, coaching team members on the scrum process from sprint planning and development to daily ceremonies.

Lead software development project manager. Delivered a portfolio of enterprise level software products linked by common functionality but providing vastly different key deliverables. • Introduced key agile workflows into software development processes.• Served as mentor to others running smaller projects, making sure they all fit within the interdependencies of the mainline products that I managed. • Established a consistent 2-per-year software release cycle uniting multiple related but diverse applications under one umbrella release. • Helped integrate new corporate office in Beijing to assist with development projects.

Managed multiple hardware/software projects for a team of up to 30 software developers, hardware engineers and quality assurance testers. • Individual projects ranged from short-term turnaround products to long term projects up to $4 million in value.• Took over a team of silo individual efforts and implemented better processes through project management. • Introduced first integration of out-sourced engineers in Russia.• Greatly expanded product offerings to include multiple pull-through products.