Hired to assist in building out the Commercial Bank's Agile Framework, utilizing best practices from Scrum, Kanban, and SAFe. Managed a staff of full-time and contract employees while focusing on reducing contractor staff and hiring top talent, implementing a capability matrix to identify PM's aptitudes to pivot from traditional waterfall Program/Project Managers to Scrum Masters and Release Train Engineers. Demonstrated ability to build and develop durable relationships across product teams, engineers, marketing etc. to support strategy and execution needs.

• While working closely on the agile transformation, also responsible for program delivery, in partnership with other key Management leads (e.g. creative lead, business & strategy lead). Regularly monitor and present senior leadership with the status of programs and critical projects and proactively advise on and manage risks and constraints (budgets, timelines, scope).
• Created meaningful dashboards for executive level updates and project status. Worked with teams to create reports for ongoing analytics post project implementation.
• Lead multiple moderate to large complex projects, programs, and transformations by providing strategic direction to programs, peers, and direct reports.
• Assisted in the creation of the Bank's first Agile Center of Excellence (COE) promoting the success of Agile expansion in the Organization through engaging leaders and stakeholders, overseeing the performance of coaches, release train engineers and scrum masters, and creating and applying consistent standards.

Managing a Staff of Project Managers of various levels and assisting delivery teams, focused on the Customer Experience & Service Portfolio with projects supporting internal application users and Members and Providers throughout their life cycle with Fidelis.

• Extreme focus on all Web changes, CRM (SalesForce) integration, Call Center, Marketing & Retention improvements with Annual HealthCare Payer systems, Core Facets, and Corporate Enterprise solutions integration.
• Proactively assisted with the growth of a Program Delivery Office (PDO). Including implementing formal program/project management best practices and building a centralized program/project tracking communications HUB.
• Responsible for prioritizing portfolio management, risk management, creating standard and executive-level communications scorecards while supporting and expanding day-to-day relationship management responsibilities.
• Agile Coach focused on Organizational Enablement and Agile Transformation.
• Designing, implementing and managing an agile operational and development approach using elements of LEAN, Scrum/Kanban, and LeSS for coordination and prioritization of all work required to fulfill internal partner product, operations activities, and government mandated changes.

Lived the American Dream. Rolled up my sleeves, took the plunge into entrepreneurship and poured my heart and soul into creating something impactful and awesome. Fueled by a passion for healthy living and helping others, from the ground up grew BFLO Juice Co. Buffalo’s first 100% Organic Cold Pressed Juice and Non Dairy Milk production company aimed at supplying the area with the most nutrient dense fresh products.

To fuel myself, obtained my Certification in Plant Based Nutrition from Cornell along with my Personal Training Certification from the National Academy of Sports Medicine (NASM).

The hats you wear are plenty as a business owner; these are just a few:

• Business Model Strategy
• Supply Chain & Product Delivery Efficiency
• Logo Design and Marketing Campaign
• Interactive Web Design, Web Implementation, POS 
• Product Safety, Product Development
• White Label Account Management

Accomplishments worth sharing: 

• Recognized by Blue Cross Blue Shield. The only local company of its kind to be added to their preferred Vendor List and invited to speak at local Business Health Fairs
• Exceeded revenue goals by 30% during first year

Synacor’s white-label products, platforms and services empower global customers to deliver curated and personalized media to their millions of consumers worldwide. Emphasis working with cable, satellite, telecommunications providers and consumer electronic manufactures.

Empowered and mobilized a team of 25, including 6 direct reports, through innovative and reliable direction. Nurtured an idea-sharing environment, encouraging and embracing both positive and skeptical input in order to brainstorm best practices, harvest resources and plant new seeds for ongoing organizational growth.

• Hired as PMO Director and quickly promoted to Sr. Director reporting to both the COO and SVP of Engineering
• Implementation of a robust product suite including: Browser Startpages/Web Portals, Android Launcher, Video Aggregation, Email, Hosting and Migration Solutions, Identity Management Authentication Tools, Video Search & Discovery and Client Management of projects and products that delivered over $100MM in revenue for 45+ clients with a reach of 20MM+ unique users

• Soared company-wide efficiency by championing the organizational transition from AtTask to SharePoint and Jira. Captured a 60% savings in project costs in only six months

• Instituted the Program Governance reviews increasing transparency of program health decreasing “At Risk” projects by 50% during its first year

• Assumed additional management and leadership responsibility with an interim six month management role of the SQA/Testing Team, adding 10 more direct reports and global 24x7 vendor management

Enjoyed 9 years with Sprint Nextel (Nextel, Nextel Sprint Merger Team, Sprint Prepaid: Boost Mobile & Virgin Mobile) consistently promoted to roles of progressive responsibility in developing and implementing complex enterprise systems. Representing multiple facets of the business from Customer Care, Product to IT/Engineering. Two years spent as an individual contributor working as a highly analytical Program Manager and seven plus years demonstrating success in critical leadership roles, each highlighted below.

Built a new Program Management & Delivery Team within Sprint/Nextel’s Product and later IT Department, advancing Boost/Virgin Mobile’s ability to implement Releases quicker and with minimum impact to the business and the customer. Mentored and managed a team of 15. Primary decision maker for all Go/No Go decisions of all prepaid software, product and website launches. 

• Responsible for application development support, end to end testing certification, launch readiness and support for all enhancements to the platform/architecture. Responsibilities cross all Care, Sales, Marketing and Product platforms for Boost and Virgin Mobile

• Effectively restructured the QA Team rapidly improving operational readiness (days until a release is turned over to Production Support) from 1 week to 2 days, reducing support costs and customer defect impacts

• Successfully re-launched a rebranded Virgin Mobile website/online and 2 new product offerings within 3 months of Boost/Virgin merger

• Managed a team of 20 external consultants and 15 employees delivering a $70M platform transformation initiative to stand up a new Pre-paid Billing and Care platform ensuring schedule and budgets were met

• Assisted in managing an annual budget of more than $150M with more than $50M Annual Capex Spend

Enabled an internal staff and external consultant team, providing project leadership and management to cross-functional matrix teams consisting of members from key business and technical functions to implement end-to-end solutions for Enterprise wide strategic initiatives. Supporting enhancements to Nextel’s Billing System, Order Entry System, Web Services, Handsets, Marketing Campaigns and programs. Overall responsibility for ensuring implementation success, including activities such as requirement definition, process flow development, use case diagrams, operational readiness support, training documentation, reporting and analysis, end to end testing and site implementation. Handpicked core member of the Nextel Sprint Merger Team.  

• Nextel/Sprint Merger Care IT Assessment/Application Rationalization SME. A $600M Program of work required to rationalize the pre-merger technology infrastructure. Two years development effort; 37M customer migration. Anticipated savings of more than $1B over 7 years

Responsible for leading the planning, design, testing and delivery of complex and critical Customer Care and Sales Operations (CRM) programs. Including program management and senior stakeholder management/ communications, oversight of the functional/technical deliverables, and day-to-day execution across one or more delivery streams.