 As a member of the Project Management Office (PMO), in collaborative partnership between project team members and stakeholders, led the enterprise delivery of a diverse portfolio of projects focused on Information Security, Information Technology and Lab Informatics. For example, collaborated with solution supplier (IBML), Lab Informatics, Enterprise Architecture, Data Engineering, Process Engineering, and Information Security organizations to deliver a PoC focused on improving Histology Lab throughput by automating the accessioning of patient sample documentation via Optical Character Resolution (OCR). Another example, collaborating with IT System Engineering and Lab Informatics led the migration (i.e. a lift and shift with the same architecture) of the on-premise BI platforms to the Azure. Last example, partnering with supplier, IT Procurement, IT Systems Engineering, and IT Client Engineering led the implementation of ServiceNow SAM (Software Asset Manager) Pro and related asset processes.  Currently leading enterprise wide migration from Symantec to Crowdstrike Falcon end point detection and response (EDR) solution, migration of all lab equipment from Windows 7 to Windows 10, implementation of Planview Project Portfolio Management (PPM) for actuals/budgets tracking and variance analysis and portfolio planning “what-if” scenario analysis.

 Organizational Leadership: Established Project Management as a Service (PMaaS) in a complex, matrixed environment for a challenging client (Chevron). Hired, coached, and motivated to grow a “new team” of Program Managers and Project Controllers. Provided leadership required to quickly transform a group of inexperienced individuals (e.g. several recent graduates) to a high performing Project Management team through coaching and mentoring, organizational process improvement, objective setting, development plans and formal performance reviews.  Delivery Operations: Created a collaborative partnership between team members and stakeholders. Assured an understanding of the business strategic context, organizational goals, business objectives and client needs, then defined/framed and managed initiatives to ensure maximum value delivered to client. Instituted client communications, and processes required to assure delivery quality and drive continuous improvement (e.g. Phase Retrospectives). Developed and implemented a monthly project scorecard and project reviews focused on project schedule, financials, risks/mitigations and issues. Implemented a formal quarterly customer scorecard/feedback process to drive open communications and continuous improvement.  Enterprise Solution Delivery: Partnering with Chevron and other third-party partners, delivered on project portfolio comprised of Security Systems (cyber and physical), Data Analytics, Digital Content Management, Knowledge Management System and the upgrading and moving of enterprise solutions to the Cloud. Business Operations: Pro-actively developed key client relationships ensuring budget management, client invoicing and billing. Working closely with client Procurement, PMO Managers, IT Managers and Third Party IT Management implemented a balanced engagement scorecard w/metrics focused on over engagement health, resource utilization and an engagement project roadmap.

  Partnered with customers to provide technology leadership related to system architecture and solution implementation. Responsible for understanding the strategic context and business needs of customers, then defining and managing initiatives, roadmaps, and feature sets to ensure maximum value is delivered to customers.

 Organizational Leadership: Hired, coached, and inspired to grow Project Managers, System Analysts, DBAs, and Developers through objective setting, development plans and formal performance reviews. Provided the leadership required to quickly transform individual contributors into high performing Agile teams through coaching and mentoring, and organizational process improvement.  Portfolio Management: Collaborated with business partners, System Architects and external solution suppliers in the development and implementation of capability, delivery and technology roadmaps in support of 35 medical systems.  Enterprise Solution Delivery: Led multi-site Agile development teams in the design, development (COTS, Java and .NET), integration and delivery of enterprise health care management and cost stewardship systems and their related maintenance. Service Management: Instituted operational accountability via the implementation of ITIL ITSM (Incident and Problem Management) for a portfolio of 35 medical systems. Produced a 90% reduction in incidents open more than 30 days through ownership, comprehensive documentation, monitoring, team member cross-training and development.  Initiative Leadership: Led the ICD-10 (the International Statistical Classification of Diseases and Related Health Problems) remediation plan for all medical applications to meet the government imposed 2013 deadline. Led HEDIS (Healthcare Effectiveness Data and Information Set) technical implementation reducing data processing time by 40% by driving the implementation of the appropriate HW solution.

 Organizational Leadership: Established an Enterprise Operations team of Business Analyst, System Analysts and Software Engineers responsible for enhancing and supporting Providence Health’s Enterprise Resource Planning (ERP) System (i.e. Lawson) and all Electronic Data Interchange (EDI). Provided leadership required to quickly transform a group of individuals from different organizations to a high performing team through coaching and mentoring, organizational process improvement, objective setting, development plans and formal performance reviews. Stakeholders included 1st Level Support, Finance, Accounting, Payroll, Human Resources and Supply Chain organizations.  Operations and Service Management: Led implementation of Incident and Problem Management, 24/7 on-call support, high-priority incidents reviews with a focus on incident clarification, remediation of operational deficiencies and incident root cause elimination. Continuously improved ERP operational efficiency by implementing an ITIL ITSM service desk/knowledge base (with 110 KPI articles created for the initial deployment) which resulted in Self-help and 1st level support enablement which reduce staff by 30%. Enterprise Communications: Enhanced client organization engagement and satisfaction through implementing proactive communication processes including Weekly Status Reports and Monthly Reviews focused on key metrics including organizational health, resource utilization, time to issue resolution, issue backlog and enhancement roadmap

 Organizational Leadership: In support of Nike’s then $13B/year B2B business (direct sales, retailers, and distributors), led a multi-disciplinary, high performing technology team responsible for e-commerce app development (Oracle, Java and .NET), database operations (Oracle/SQL), UNIX and Windows platform systems engineering, software release management, and 24/7 global operations. Global Outsource: Created Nike’s B2B outsourcing strategic direction, keys performance indicators (KPIs) metrics, negotiating and implementing a global, cost-effective ITIL ITSM Service Management Incident Management process for production support and technical operations ($2.5M spend). Result was 24/7 support, halved incident time-to-resolution, and slashed the average incident backlog from 160 to 10. Global Supplier Management: Established and managed all onshore/offshore B2B IT supplier relationships (including Infosys and Cognizant, system hosting via ACS and EDS, application and system support via Wipro, and development staff augmentation).

 Global Organizational Leadership: Established and led several multi-site (US, India, Costa Rica) high performance teams of software engineers, application developers, SAs/BAs, quality assurance, PMs, and DBAs chartered with analyzing global processes and systems and replacing them with enterprise-wide solutions. Responsible for annual Capital and Expense budgets in excess of 20 M. Work with cross-functional teams to ensure that the systems provided the most effective and comprehensive capabilities and services possible to the users.  Enterprise Software Development: Delivered approximately 160 CMMI-compliant releases of custom-developed (Java, .NET, ASP, C, C++, C#), database (Oracle, MS SQL Server) and COTS software solutions with a >95% on-time rate with exceptional customer feedback. Global Enterprise Solution Delivery: Led the IT Service Management (ITSM) engineering team, delivering global enterprise Asset, Incident, Problem, Configuration, Change, Release and Service-level management capabilities. Enabled Intel to be the first corporation to exceed one billion dollars in B2B e-commerce by leading the delivery a complex enterprise digital document/content management system (ECM Documentum). Cross Organization Application Development Leadership: Led partnering Intel engineering staff with PeopleSoft Consulting and Hexaware Technologies, efficiently converted multiple legacy customer support and product warranty management tools into a global, 11-language, web-based, call-center- and customer-facing ERP platform atop PeopleSoft CRM, Analytics, and Portal. A single release of the self-help CRM application saved over $12M per year.  Growth Motivated Culture: Created a culture of continuous skill growth. Developed and implemented a “Year Round Employee Performance Management” system. Used a post-release performance survey, performance meetings, and organization-wide mentoring. Increased overall performance by continually “raising the bar”.

 Designed, developed and implemented several multi-tier client server and web application software solutions that enabled process and business automation.  Led the implementation of the Manufacturing Integrated Quality System across five system factories saving $10M/YR in retrofit and product recall costs.