Fulfill strategic, operational, and tactical responsibilities for IT products & services aligning to the infrastructure, operations, support, colleague communications, human resources, legal, risk, and colleague training business outcomes. Develop product roadmaps, visions, and backlogs with supporting prioritization and demand management activities. Provide production and operational level support, data analytics, troubleshooting, and escalation. Chair the product line’s steering committee. Provide management and oversight of project teams, project managers, and scrum masters. Serve as the “trusted advisor” and primary point of contact to business line executives and senior leaders.
• Established the Information Security Steering Committee & developed a customized prioritization model for all information security initiatives in the backlog
• Re-engineered and re-launched the agile practice for the “Colleague Support & Communications” work stream inclusive of development for tools such as SharePoint, the Intranet, and various messaging & corporate support resources
• Developed corporate-wide strategy for introduction and institutionalization of ITIL v3 concepts and practices
• Established Steering Committees and customized prioritization frameworks for all initiatives originating from the HR, Legal, Risk, Training business units

Certification GR751047669CG

Certification 47907

License 461220

Managed multiple, concurrent application development and infrastructure projects and strategic programs supporting the retail credit card back office operations line of business. Responsible for building and leading onshore & offshore technical teams, contractors, vendor suppliers, and business stakeholders to effectively deliver solutions into the production environment.  Collaborated with key stakeholders, sponsors, and business leaders to manage projects through the Systems Development Life Cycle (SDLC). 

Designed, built-out, and led the cross-functional, enterprise IT PMO, ensuring all strategic, interrelated programs, projects, and associated planning & governance processes were aligned from inception to completion.  Provided ownership, accountability, tactical and strategic leadership for the on-time and on-budget delivery of approximately twenty-five (25) concurrent capital and operational projects, including product development, infrastructure maintenance / upgrades, and various software development initiatives, spanning all business lines within the company.  Hired, trained, mentored, and coached five (5) FTE executing a Capital (CapEx) budget of $15MM in annual project expenditures and a PMO departmental Profit & Loss (P&L) CapEx / OpEx annual budget of $500K, inclusive of yearly forecasting and achievement of marginal improvement objectives.  Partnered & collaborated with project sponsors, clients, stakeholders, internal & external resources to define and approve project and program requirements, objectives, budgets, resource plans, schedules, quality considerations, risks and issues as well as the management & governance mechanisms to be employed for these items throughout the project / program lifecycle, including scope, change, and release management.  Directed the planning, implementation, and operation of the project & program IT strategy.  Facilitated project and program monthly prioritization exercises to ensure evolved functional requirements, resource constraints, risks and interdependencies were incorporated into strategic objectives.  Owned & operated various project & release reporting mechanisms for stakeholders at all levels including C-suite executives.  Developed the PMO departmental vision & mission statement as well as implemented supporting strategies consisting of governance structures, standards, policies, guidelines, and processes ensuring adherence with internal and external audit, compliance, financial, and change management standards.  Owned, managed, continuously evolved, and proactively enhanced the Project Management discipline and PMO organization processes, including demand management, agile, & predictive (waterfall) methods employed for delivering developed IT services into the business production environment by developing & executing the yearly PMO departmental strategic, continuous improvement plan, inclusive of incremental policy & procedure changes, as well as assessing the organizational impacts resulting from these changes, to ensure continued growth and market expansion of the business.  Acted as the “face” of the PMO throughout the organization with responsibility for all escalated issues, requests, inquiries, performance, communications, and relationship management. Owned the ITSM strategy including mission, vision, values and outcomes using the ServiceNow ITSM platform.  Drove the implementation and adoption of new & enhanced ITSM practices.  Identified strategic & cross functional opportunities to refine the ITSM strategy.   Formulated, published, and enforced ITSM policies.  Provided hands-on, day-to-day influence and leadership of associates responsible for Incident, Problem, Request, Knowledge, Catalog, and Asset management.  Relied upon as a Subject Matter Expert (SME) relative to project management techniques and IT Service Management.    Acted as the “Change Manager” with release approval responsibilities and chaired the IT Change Advisory Board (CAB).

Designed, built-out, and led the world-class, cross-functional, enterprise IT PMO, ensuring all strategic, interrelated programs, projects, and associated planning & governance processes were aligned from inception to completion.  Provided ownership, accountability, tactical and strategic leadership for the on-time and on-budget delivery of approximately sixty-five (65) concurrent capital and operational projects, including ATM client facing product development (software stack, transaction set & routing), infrastructure maintenance / upgrades (data center equipment moves / adds / changes / refreshes), and various software development initiatives (ERP, CRM, MIS) spanning all business lines within the company.  Hired, trained, mentored, and coached ten (10) FTE executing a Capital (CapEx) budget of $50MM in annual project expenditures and a PMO departmental Profit & Loss (P&L) CapEx / OpEx annual budget of $1.5MM, inclusive of yearly forecasting and achievement of marginal improvement objectives.  Partnered & collaborated with project sponsors, clients, stakeholders, internal & external resources to define and approve project and program requirements, objectives, budgets, resource plans, schedules, quality considerations, risks and issues as well as the management & governance mechanisms to be employed for these items throughout the project / program lifecycle, including scope, change, and release management.  Directed the planning, implementation, and operation of the project & program IT strategy.  Facilitated project and program monthly prioritization exercises to ensure evolved functional requirements, resource constraints, risks and interdependencies were incorporated into strategic objectives.  Owned & operated various project & release reporting mechanisms for stakeholders at all levels including C-suite executives.  Developed the PMO departmental vision & mission statement as well as implemented supporting strategies consisting of governance structures, standards, policies, guidelines, and processes ensuring adherence with internal and external audit, compliance, financial, and change management standards.  Owned, managed, continuously evolved, and proactively enhanced the Project Management discipline and PMO organization processes, including demand management, agile, & predictive (waterfall) methods employed for delivering developed IT services into the business production environment by developing & executing the yearly PMO departmental strategic, continuous improvement plan, inclusive of incremental policy & procedure changes, as well as assessing the organizational impacts resulting from these changes, to ensure continued growth and market expansion of the business.  Relied upon as a Subject Matter Expert (SME) relative to project management techniques, IT Service Management, business process re-engineering, organizational change management, compliance, and risk management.  Supported and consulted the IT Service Management Office in the rollout of ITIL processes across the enterprise.  Enforced ITSM policies and served as a member of the IT Change Advisory Board (CAB) with release approval responsibilities.  Acted as the “face” of the PMO throughout the organization with responsibility for all escalated issues, requests, inquiries, performance, communications, and relationship management.