• Leading IT Portfolio Management and implementing digital transformations improving governance practices at a mid-size Japanese pharmaceutical company. Partnering across functions (SG&A and R&D) and global regions (Americas, Japan, China, EMEA).• Operational & Project Portfolio Leadership o Governance. Facilitating executive decision-making reviews for portfolio ($100M+) optimization, future business planning, strategic alignment of IT technical capabilities/needs & plans, financial management, goal progress, and issue resolution.o Relationships. Collaborating with Stakeholders, IT Leads, and Finance aligning-on topics & audience communications/optics. o Analytics/BI. Creating new actionable reporting and recommendations driving decisions. (e.g. investments scenarios roadmaps, status/performance KPIs aligned to strategic outcomes, cost/benefits, forecasts, vendor mgmt. opportunities).o Supervising/Driving Delivery. Coaching and hands-on working with IT leads & PMO staff (4) to manage plans, budgets, vendors, resources, and developing governance review materials (e.g. progress, issues, intake value story/business case).• Process Improvement and Digital Transformationo Led implementation of enterprise-wide systems to transition from limited/manual portfolio-strategic management and cost transparency capabilities to automated solutions improving governance, value delivery, and adaptably to business needs.

Initiated a PMO and holistic governance structure in commercial operations, while aligning across 13 BUs amidst digital transformations and infrastructure improvements to sales performance, CRM, and customer forecast analytics. • Strategic Leadership and Vision • Operational Leadership • Emotional Intelligence • Organizational Change Managemento Unified technology roadmap, priorities, portfolio intake/demand forums and RAICs - increasing resource utilization efficiency-effectiveness, transparency decision-making, and value delivered to the business.o Including: mentoring and improving delivery practices as well as addressing challenges of ‘creating trust’, changing roles, and ‘retiring’ resources.

Brought in during a period of rapid growth to turn-around a global PMO and adapt ‘managed services’ delivery from operating as a start-up to a mid-size company (deploying best practices for people, process, & technology).• Directing Project Management Offices, Portfolio Governance, Hands-on Project Leadership• Client Service Delivery, Engagement Management • Operations Management and Change Adoption Leadershipo Directed program management department providing cloud computing professional services (SaaS, PaaS, & IaaS) (Ave. 80 clients ($45mil.) and dept. P&L $4mil+).o Led global teams across business functions & partnered with sponsors on strategic improvement/growth initiatives.

Created/led a new cross-BU PMO. Led corporate project governance reviews with C-Level and Sr. Executives.• Enterprise Project Management Office (PMO) Portfolio Management and Program Management• Business Analysis and Process Improvement• Operational Excellence and Change Managemento Directed teams on system implementations, developed recommendations, and presented findings on portfolio prioritization & process alignment.o Led change initiatives to address enterprise wide SAP implementation.

• Program and Portfolio Management• Business Process Improvement & Organizational Change Management (OCM)o Managed large cross-functional teams (50+ employees across multiple work-streams) through the full product life cycle of diabetes medical devices. Incl. requirements/business analysis & created/managed portfolio master schedule.o Improved program and budget management practices within the Packaging & Design Dept.

• Directed Consumer Insight Department across North America. Customer Experience analysis resulted in improved market-share, operations, org. capabilities, and successful Aura® flagship product line (Profitability up 11%). • Led ERP system integration for corporate-wide documentation, regulatory compliance, and effective supply chain management.• Created a customized PMO stage-gate approach (e.g. process, tools, & guides). Improved portfolio management, ROI, revenue growth (est. 30%), and reduced time to market.

• Implemented a new Project Management Office, including governance and PM tools increasing teams’ efficiency.• Directed 10 cross-functional product development teams on 96 FDA ‘consent decree’ mandated pharmaceutical process improvement projects, spanning development through commercialization.

• Partnered with domestic and international clients (incl. Verizon, IRS, Telkom South Africa, and Greek Telecom). • Consulting engagements resulted in delivering: process improvements (e.g. service provisioning, reliability), business requirements, system implementation, change management, competency-modeling, and organization design.