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20 year career in Agile delivery, Scrum implementations, Project management, Business analysis, and Customer service.  Focused on working with Startups and building out first generation products and platforms.

Work History

Feb 2011Present

Founder & Principal Consultant

Delivery Innovation Group
  • Managed development and infrastructure teams creating v1 PaaS sales and marketing system built on Microsoft stack with custom BI tools
  • Drive product managers and business leadership to identify vision, develop requirements, and create testing/acceptance criteria for development teams
  • Standardize agile development process for delivery and execution of business requirements including daily stand-ups, design sessions, backlog grooming, sprint planning, and demo's
  • Lead development teams through spikes to define feasibility of innovative features so that risk can be understood by the team and relayed back to business sponsors
  • Provide ongoing status updates to executive leadership on project progress, risks and issues, and unaddressed requirements which need to be defined
  • Connect architecture and design with development leads to build out documentation and to identify technical debt that needs to be addressed during the development cycle
  • Run code reviews to ensure development leads and their teams are completing requirements and keeping code up to agreed upon standards
  • Built launch and on-boarding plan to ensure users would have training and get support needed to resolve post launch issues
  • Led transition team to migrate operational and maintenance development efforts to offshore teams 
  • Developed process and reporting for post launch releases and on-boarding of new companies and their required customizations to the Platform
  • Managed intake of new feature requests including requirement identification, technical and design reviews, budget development, and executive leadership approvals
Jun 2010Mar 2011

Special Projects Manager

Liberty Mutual Agency Markets
  • Managed business projects of up to 2.4M in budget and 60 team members from idea phase to closure
  • Refreshed PMO infrastructure including project dashboard, SharePoint repository, and all PMO templates
  • Resolved critical post implementation issues on projects with system fixes and communications on system workarounds
  • Initiated scorecard refresh project with expected profit of 7.8M over three years and 25M over five years
  • Developed streamlined documentation review cycles that saved up to three weeks per project
  • Directed key work stream for the company's #1 overall priority-the platform conversion project (7.5M budget in 2011)
  • Led team that provided training and communications materials to agents and employees supporting customers in 11 states and was responsible for customer communications to over 40, 000 policy holders in initial project releases
  • Managed messaging and presentation of options for multiple release related escalations to senior executives
Mar 2008Jun 2010

Project Office Manager

Inviso Corporation
  • Managed six direct reports(4 Senior Project Managers, 1 UX Designer, 1 Support & Deployment Manager) by providing mentoring and coaching on issues/projects as well as identifying strategic goals and plans for each individual
  • Oversaw project portfolio containing 20-30 projects to ensure resource needs are met and project execution was completed on time and under budget
  • Created Agile/Scrum process with feedback from team members and drove continuous process improvement
  • Set expectations on scope/assignments and ownership of actions, issues, work items for projects -" what needs to be done, who does it, and by when"
  • Ran daily scrum meetings and scrum of scrums for all active product development
  • Created new portfolio management and review process that allowed for complete transparency of project status, resource allocations, and key issues throughout the entire organization
  • Designed standard project life cycle methodology which was used on all projects for the entire company portfolio
  • Developed portfolio dashboard showing all concurrent initiatives (up to 30 at one time) and their associated attributes of milestone status, performance to expected budget, key risks/issues and the action owners for resolution
Apr 2006Mar 2008

Senior IT Project Manager

Moss Adams Audit, Tax, & Consulting
  • Executed firm-wide projects and initiatives from feasibility stage to deployment hand off to operations team
  • Implemented new project management processes, standards, and artifacts across all business units which ensured better solution delivery in an environment where project oversight did not previously exist
  • Mentored and coached project managers and business analysts on best practices and deliverable quality during a project life cycle
  • Built out initial agile processes and evangelized this process to the technology and business teams
  • Created business process, program and project road maps during planning cycles which gave the business a three-year one-year, and quarterly breakdown of how their initiatives would be executed
  • Negotiated project scope and schedule with business teams to ensure that up to forty concurrent projects could run with limited risk and resource issues across the entire organization
  • Finalized requirements, development, and deployment of Consultation tracking tool used to identify problems and resolutions on Tax and Audit engagement for nearly 3, 000 issues on a yearly basis
Feb 2004Apr 2006

Project Manager & Senior Business Analyst

Teksystems/JP Morgan Chase
  • Facilitated yearly strategic planning meetings with development, operations, and business senior managers which identified business value, budgets, and estimates for all identified needs during the calendar year
  • Tracked project milestones, actual to estimates budgeting, and program status for the monthly portfolio scorecard that was used as a part of corporate-wide view of the health of technology projects within the Private Banking group
  • Managed projects, provided critical analysis, and created requirements documentation/project plans for two to four concurrent business initiatives throughout each quarter
  • Drove weekly and bi-weekly meetings to communicate project status and resolve outstanding issues with business units to ensure on time and under budget solution delivery:
  • Held meetings with thirty to forty key stakeholders to define scope, preliminary budgets, and expected cost benefits for 32 projects as a part of the 2004 and 2005 annual project review and approval process
  • Managed monthly updates of anywhere from four to seven Private Banking project scorecards which included milestone tracking, resource utilization, and budget reporting for all initiatives
  • Led and facilitated gap analysis meetings with up to twenty-five business leaders at a time for system retirement and consolidation project
Apr 2003Feb 2004

Associate Data Analyst

McGraw Hill/Platts Energy Pricing Publications
  • Led initiatives to develop new energy pricing feeds for clients and external vendors
  • Managed process of updates to pricing data utilized by vendors and clients
  • Developed system for performance metric tracking of data issues and resolution turn-around times
  • Developed three new vendor feeds for acquisition of 6, 000 new daily energy prices that were distributed to clients and as a result attracted new business to the company
  • Monitored 40, 000 daily and monthly energy prices and resolved up to 100 data quality issues daily
  • Created system to proactively locate and correct an average of 150 blank and invalid prices daily
  • Utilized blank and invalid pricing report to develop a metrics system that identified teams and their daily issues which led to a 50% improvement in quality of inputs and improved client relationships due to better pricing reliability
Oct 2000Apr 2003

Senior Business Analyst & Quality Manager

Instinet Equity Trading
  • Created business, functional, and technical documents for financial data warehouse reporting system that was a source for trading, accounting, and billing information
  • Managed QA and UAT testing effort of new data feeds and reports prior to user implementation
  • Resolved user issues with client reports and provided point of contact for explanations of data background and its sources to the business
  • Developed client reports that identified untapped clients whose increased trading could enhance company profitability which led an increase of at least 100% in revenue from each of these clients
  • Created daily reporting and analysis process to replace monthly reporting process for each Domestic business segment and all International groups that were used to understand client trading, settlements, and profitability
  • Implemented test plans and scripts that successfully reduced production issues from an average of twenty defects to two defects per software release
  • Defined business rules and implemented International billing system that reduced monthly billing cycle runs from ten days to an on-demand process
  • Rolled-out desktop access and provided training for 400 users ranging in roles from Trader's Assistants to Executive Vice Presidents
May 1998Oct 2000

Librarian Project Manager & System Support Manager

  • Directed global project team that updated banking information used in web-based cash and securities transaction tool
  • Facilitated daily meetings with Senior Management where project status and issues were reported
  • Researched, provided analysis, and created solutions for dial-up client accessibility issues to global cash management and transaction software
  • Managed system support staff to ensure timely resolution and escalation of all QA, UAT, and Production system issues:
  • Created global process of updates to critical banking transaction data used by five regions and over fifty countries throughout the world for a cash transaction system that moved up to 500 million dollars daily
  • Redefined operational processes for each region that stream-lined the data update process and reduced the request turn-around time by one week
  • Reduced International client access issues by 90% by developing alternate means of access for each region and working with dial-up and gateway vendors to stabilize their networks 



Certificate Program

Columbia University

Database & Network Design Programs



Columbia University

History & Sociology