Directed a portfolio of enterprise-wide programs for project management and governance initiatives to drive business strategies and operational efficiency within the Risk and Financial Advisory practice. Provide strategic oversight for the design, implementation, and evaluation of business programs in technology enablement, methodology, and knowledge management, leading a US and global cross-functional team of eight members. Consistently recognized as top performer during every review cycle.• Established a Project Management Governance Policy with Deloitte Executive Committee Leaders, optimizing resource allocation, enhancing risk management, and aligning project outcomes with organizational goals.• Restructured project management methodologies, tools, templates, learning and technology enablement through cross-business and cross-functional collaboration, transforming the management of 3,900 projects and generating over $500 million in revenue.• Developed and executed multi-year strategic roadmap, increasing stakeholder engagement scores by 32% through AI-driven improvements and successful partnerships with Finance, Technology and Quality Risk Management.• Developed an AI-driven chatbot assistant to improve program and project management activities, leading to a 12% uplift in project effectiveness.• Launched and managed a high-traffic project management site, attracting 7,500 unique monthly visitors and over 14,000 downloads, reducing project startup times by 15%.

Served as go-to person for at-risk projects across various industries, providing executive level guidance to project leaders and partners delivering comprehensive root cause analysis and strategic recommendations to ensure project success, directly impacting top tier decisions enhancing project outcomes. Reported directly to Partners/Directors in client-facing roles, managed executive leadership meetings, tailored communication strategies, and established Agile PMO offices. • Spearheaded project management process improvements, addressing budget challenges, mitigating risks, and optimizing delivery efficiencies.• Led the re-architecting of Amtrak’s PMO creating an enterprise-level program management office (EPMO) by integrating independent PMOs, consolidating governance structures across business units, implementing customized program governance and new methodologies driving efficiency gains and alignment with organizational funding objectives.

Managed large-scale system implementations for Intelligence, Civilian, and Military agencies, leading diverse teams, subcontractors, vendors, and Federal consulting organizations. Demonstrated ability to handle high-stakes complex projects and deliver critical outcomes under pressure.

Led a large-scale PMO for ERP implementations, serving as the client’s functional advisor and implementing industry best practices, lessons learned, and proactive risk management. Managed Financial and Supply Chain Teams of up to 15 people and coordinated system upgrades (PeopleSoft, SAP, Oracle) across multiple locations for a US-based aerospace and defense company.