My work connects strategic priorities, funding decisions, capacity planning, and execution so product and engineering teams stay focused on the highest-value work, while leaders have the clarity to make faster, better trade-off decisions.
Across enterprise PMO, Agile scaling, risk portfolio governance, and M&A execution, my work has focused on improving visibility, predictability, speed, and value realization at scale.
I have led execution systems across enterprise portfolios, PMO organizations, Agile delivery teams, executive governance forums, and acquisition milestones, creating the structure senior leaders need to make faster, clearer, and better-informed decisions.
Led portfolio operating rhythms, executive reporting, investment governance, and delivery oversight across strategic technology and transformation initiatives.
Led through a tiered PMO model spanning Program Management Directors, Program Managers, Technical Program Managers, Project Managers, and Scrum Masters.
Centralized and scaled Scrum Master leadership, delivery standards, maturity practices, Jira discipline, estimation guardrails, and execution visibility.
Enabled executive decision-making across funding, prioritization, risk, delivery health, and trade-offs through structured portfolio forums and executive operating rhythms.
I help complex organizations move from fragmented execution to decision-grade clarity by designing the operating rhythms, governance systems, portfolio visibility, and leadership routines that connect strategy to measurable outcomes.
Connects strategy, funding, capacity, roadmaps, and delivery execution so leadership teams can see where work stands, where trade-offs are needed, and where value is at risk.
Builds trusted systems of record, operating dashboards, and executive reporting rhythms that replace static status updates with actionable insight.
Designs lightweight guardrails, escalation paths, and decision rights that improve control without slowing delivery teams down.
Establishes the routines, forums, intake patterns, planning cadences, and performance reviews that keep teams aligned from strategy through execution.
Improves forecasting, dependency visibility, capacity planning, and delivery confidence through stronger operating discipline and measurable execution standards.
Turns new ways of working into sustained behavior change by pairing executive sponsorship, team coaching, practical standards, and measurable adoption signals.
A condensed view of the leadership scope behind the outcomes above, spanning enterprise PMO, portfolio governance, Agile delivery, M&A execution, compliance transformation, and cross-functional technology programs.
Led multi-quarter technology transformation across Commercial Banking Technology, partnering with Product Owners, Senior Technology Owners, and 14 Agile squads to strengthen operating rhythms, delivery metrics, dependency governance, and execution predictability.
Owned enterprise-wide program and portfolio execution for a $200M+ portfolio spanning technology modernization, compliance transformation, business enablement, and acquisition integration across Technology, Product, Risk, and Operations.
Built and scaled the bank’s first Compliance PMO under regulatory oversight, establishing governance, reporting, portfolio analytics, risk management, and delivery discipline across compliance and BSA/AML remediation.
Served in expanding leadership roles across risk governance, quality assurance, application security, and digital-channel delivery, including leadership of a Dynamic Application Security Testing program.
I’m open to Director, Senior Director, VP, and Head-level opportunities where strategy, portfolio priorities, technology execution, and leadership alignment need to move together.