Accomplished leader with over 25 years of experience helping companies use technology to transform how they do business, enhance their competitive edge, and solve their most crucial business problems. Well-versed in the challenges large and small companies face across their people, processes, and technology when implementing large-scale strategic initiatives.
Excellent in dealing with ambiguity, data collection, data analysis, analytical thinking, innovation, active learning, complex problem-solving, strategic thinking, leadership influence up to the C-suite, cross-group relationships, problem-solving, and creativity. Skilled in business process optimization, technology lifecycle, and IT operations. Hired employees who excelled in the role and went on to more significant roles, performed performance reviews, created and managed budgets, created visions and missions for teams and projects, and identified opportunities for improvement.
Accomplished in tackling complex challenges relating to rapidly changing technology, corporate ethics, social responsibility, the changing nature of the workforce, new regulations, and creating a global support presence while creating opportunities for successful business outcomes, which resulted in 150% year-over-year revenue growth for the past three years and generated over $500 million in revenue.
Experience
Aug 2014 – Present, Senior Manager 4, PwC
Creator and lead business process SME of the Product/Technical Asset Lifecycle Management program, with a focus on transforming the business by enhancing processes, automation, and data flow across all functional areas from the ideation through the sunset of a digital asset’s lifecycle. Created a framework of assessment, OKR, and KPI definition, streamline and standardize, automate, training and change management, monitoring, governance, and continuous improvement. Hired process specialists and data architects to map current state processes and define data needs. Reported status, accomplishments, risks, and issues to leadership on a set cadence to ensure all parties were informed of how the program was progressing.
Strategy team leader who helped PwC Digital win over $500 million in product license and product-related revenue, with a 150% increase year over year for each of the past three years, and saving over 100,000 person-hours on client engagements. Responsible for engaging with Sector Partners and leadership, Go to Market, Pricing, Revenue, UX/UI, Development, Technical Operations, Business Operations, Activation, and Customer Success teams, starting the solution/strategy definition phase of the Product Lifecycle and going through the steady-state Operate phase, including periodically reevaluating the products for impact and effectiveness.
Responsibilities include looking for new opportunities, ideating, scoping, validating, finding synergies, defining, and recommending the current and future state of over 100 potential new SaaS products and internal application offerings. Once accomplished, drove implementation by ensuring the business case for each asset was sound, presenting the business case to leadership, securing funding, moving products through the development process, readying product launch, and successfully transitioning the operational service design to the production team.
Lead Program Manager for the Operate group within Model Systems. Responsible for creating the Operate structure, organization, governance, and vendor management.
Additional accomplishments include creating the newly formed Technical Operations group’s organizational policies, processes, and procedures necessary to scale the group as it has grown 4x in size and continues to onboard dozens of new SaaS applications. Created a repeatable model for architecting, estimating, and implementing national and global product support. Acts as an internal consultant to Leadership, Product Management, Development, Activation, Customer Success, Business Operations, and Sales Operations to address operational challenges and enable innovation by strategizing, designing process improvements, staffing road maps, budgeting, and ensuring cross-team collaboration.
Produced business, organizational, Information Technology, Digital Transformation, cloud and on-premises, and infrastructure strategies, along with the plans and technology architecture to implement the strategy, focusing on various clients’ business needs and financial constraints. In addition, defined resilience, Business Continuity, Disaster Recovery, and ITSM-related processes, policies, and procedures for healthcare, consumer, financial services, high-net-worth individuals, academia, and technology service provider markets. Effectively communicated strategies from the C-suite down to the front-line workers. Lead work streams with up to ten junior and senior personnel for various short-term and long-term projects. Assisted with pre-sales activities, RFP responses, statement of work formation and negotiation, and Intellectual Property creation for the company’s further use at various client engagements, saving hundreds of person-hours at future client engagements and creating hundreds of thousands of dollars in additional revenue.
Performed strategic thinking, planning, cost optimization, financial impact analysis, governance, and defined the business rhythm for various organizations to satisfy business needs and financial constraints. Excelled in engagement development and management, project timelines, work breakdown structures, group leadership, architecting cloud strategies, cloud migration strategies, and cloud Operating Models on a global scale.
Mar 2009 – Aug 2014, Infrastructure Architect, Motorola Solutions
Assessed, specified, recommended, designed, built, tested, implemented, and supported enterprise systems and services for which Motorola Solutions’ PremierOne suite (911, First Responder, and Public Safety applications) was deployed. Efforts included RFP response, environmental assessment, infrastructure architecture, testing, QA, and implementation. Technologies included SAN, DASD, network switches, SAN switches, servers (rack-mounted and blade), perimeter defense, firewall, secure remote access, directory service, monitoring, alerting, and Business Continuity/Disaster Recovery.
Dec 2006 – Nov 2008, IT Operations Engineer, Exclusive Resorts
Jul 2005 – Dec 2006, IT Engineer II, Avanade
Sep 2002 – Jul 2005, System Management Integration Specialist, IBM
Apr 2001 – Sep 2002, Operations Analyst, Microsoft
EDUCATION
Master of Business Administration (MBA), University of West Florida, August 2024
Bachelor of Science in Business and Administration, University of Colorado, June 1997
CERTIFICATIONS
- Microsoft Certified: Azure Fundamentals
- AWS Certified Cloud Practitioner
- Microsoft Specialist – Server Virtualization with Windows Server Hyper-V and System Center
- Microsoft Certified Professional (MCP)
- PagerDuty Incident Responder
- Digital Six Sigma Yellow Badge
Strategic Initiatives: As a Technical Operations Strategist, wrote all of the initial processes, policies, and procedures for the technical operations group as it was forming and growing. Doubled the size of the technical operations strategy group. Created the Operate function for the Model Systems group. Created a business process improvement and automation program that has since grown into a Product Lifecycle Management program owned by the CDO. As a management consultant, Provided thought leadership and planning for organizations to undergo Digital Transformation initiatives and enhance facets of their IT group.
Cross-Functional Teams: To accomplish all of the strategic initiatives, worked with other groups such as Marketing, UX, Go-To-Market, Legal, Business Operations, Architecture, Activation, Customer Success, Sales, Development, QA, Commercial Strategy, and executive leadership across the US, Europe, Asia, and the Middle East.
Executive Stakeholders: When creating the PLM program and the Operate function for Model Systems, I had to gain executive leadership buy-in for the programs and report regularly about the successes, risks, obstacles, and improvements made. As a management consultant, regularly engaged with senior leadership when developing digital transformation and functional improvement strategies.
Tools and Software: Frequently used diagram mapping, spreadsheet, slide, word processing, and collaboration software.
Budget Management: Have been integral to creating and managing operational budgets for over five years. I have taken into account all of those items.
Team Management: I have played a leading role in growing IT departments, led teams of up to 12 people, and grown new IT departments to four times their size over four years. This includes hiring, performance management, and letting people go if necessary.
Corporate IT and Event IT Continuity: I have interfaced with leadership of all levels and IT departments in the US, Asia, Europe, and the Middle East.
Business Continuity and Disaster Recovery: I have created and improved BC/DR plans for multiple Fortune 500 companies.
Vendor and Partner Management: I have managed a variety of third-party hardware and software vendors, as well as third-party labor.
Cybersecurity: I have led teams and personally identified and mitigated IT issues and risks in collaboration with multiple teams and leadership.
Large-scale IT Deployments: I have managed large-scale hardware and software deployments across the US for Several Fortune 500 companies.