Result-driven leader with exceptional skills in directing complex, multi-site programs and initiatives. Proven ability to deliver solutions that drive substantial revenue, productivity, and quality improvements through well managed, on time programs. Particularly strong in motivating staff, building team cohesiveness, while creating a fun competitive work environment.

Core Competencies:

Consultative Services | Educational Solutions | Mobile Solution Strategy | Web Application Development | Process Analysis & Redesign | Project & Delivery Methodologies | Business Risk & Scope Management | Project Management & Tracking | Cost & Resource Estimation | Management of Cross-Functional Teams| Business Process Improvement | Customer Relations | Cost Reduction

Professional Skills: 

Highly personable and capable of working with large teams, VPs, Chief level Executives; Strong written and verbal communication skills; Proficient in solving problems and implementing solutions under tight deadlines; Hands-on IT Director / Manager, capable of efficiently managing all levels of IT Initiatives and project life cycles.

Work History

Work History
2012 - 2014

Solution Strategy

Houghton Mifflin Harcourt

The educational landscape is shifting and educational institutions are looking for support and consultative services as they transition to online or mobile learning, objectives to create environments that positively influence teacher effectiveness, and promote optimal learning environments for 21st Century Learners.  Solution Strategist expect to bring both thought leadership and a high degree of broad expertise and credibility to each engagement. Solution Strategist are trusted advisor to HMH clients with the aptitude to deliver innovative solutions to complex problems. 

  • Facilitate a series of discovery sessions to help determine the right mix of products, services, and platforms to meet the needs and demands of the schools, districts, and State Department of Education
  • Provided pre-sales support to Account Executives to help customers solve complex problems
  • Consistently collaborate with implementation/post sales teams to scope the program to ensure successful implementation and profitability
  • Support business development through proactive opportunity identification, proposition development, RFP responses and supporting Account Executives to close deals
  • Develop and maintain strong client relations with senior and C-level executives—develop new insights into the client's business model and pain points, and deliver actionable, high-impact results
  • Present, architect and design educational ecosystems leveraging open architecture, cloud based mobile solutions, learning management systems, content management systems, mobile device management, social networking, online marketplaces and libraries
  • Work with internal resources and clients to acquire grants and funding

Key Accomplishments:

  • Functioning as a mobile solution and delivery leader and partnering with the sales strategy division we established a mobile transformation strategy to adapt to our web and print assets as well as streamline our sales process. Facilitated strategy workshops with key stakeholders establishing pre-sales vision, goals, and values; Formulated pre-sales framework and processes; Developed a product roadmap and release plan; Developed user roles and personas needed to fulfill project obligations.
  • Working with a sales account executive and cross functional teams internally we developed an educational solution  designed to help students develop 21st century skills. The deal, worth $14 Million dollars included a blend of products, services, an educational ecosystem for grades K-12, and would be delivered over a 5 year span. The educational ecosystem was designed to help students develop 21st century skills.
2010 - 2012

Project Management Office

Houghton Mifflin Harcourt

Provide leadership to staff in defining project roles and responsibilities, delineate interdependencies, and improve communication among functional areas, including facilitating resource planning for project teams.

  • Lead and support business development activities such as identification, proposal development, and other pursuit activities at customers while working with the appropriate Houghton Mifflin Harcourt resources from other service lines

  • Manage and support delivery of educational services to customers, primarily with services related to educational integration such as student information systems, curriculum and assessments, professional development, business process management (BPM), and educational process transformation
  • Oversee managers/leads working on client engagements within practice
  • Ensure every project is supported by end-to-end work plans, scope documents, and the necessary data
  • Report on project schedule and budget performance, scope change, and quality
  • Provide visibility for senior and executive management into prioritize projects and ensure consistency with corporate strategies
  • Oversee milestone schedule development and ensure batch and internal schedules align with key due dates
  • Analyze and facilitate problem solving for schedule variances
  • Process Improvements/Best Practice Sharing to reduce redundancies, inefficiencies
  • Ensure appropriate and timely communications to senior management
  • Elevate issues arising from the project team to the appropriate governance level
  • Serve as independent, neutral voice to facilitate problem solving and develop recommendations for action
  • Ensure all programs are delivered at or within budgeted financial objectives
  • Analyze and facilitate problem solving for budget variances

Key Accomplishments:

  • Served as the chairperson on the SharePoint / Project Server Committee and Project Managed the implementation and foundational setup and configuration for both Project Server and SharePoint 2010. Working with a team of 5 we developed a project phased workflow with approvals after each phase. In addition, the team developed a standardized base site to tracked action items, major updates, issues, risks, and lessons learned. The updates on the base site feed an automated projects status report with key performance indicators for executive leadership and the steering committee.

  • Served as a co-chairperson (with 5 others) on the Process Improvement Committee (PIC) to help enhance and streamline the Project Management Offices overall process by enterprise project types. Through the execution of lessons learned throughout a projects life-cycle the PIC makes adjustments to help streamline or enhance current process by building new PM tools and/or adding to the PM item bank / knowledge base.
2009 - 2010

Director Project Delivery Services

Holiday Inn Club Vacations

As a Director Project Delivery, I operated as a program manager for the Holiday Inn Club division who oversaw Orange Lake Resort's large web strategies initiatives and was responsible for the effective management of all projects associated with the Holiday Inn Club division, the efficient use of resources, and the consistent delivery of high-quality client deliverables.

  • Acted as point of escalation internally and with the client for all delivery issues related to the engagement
  • Reported on engagement status and health to IT Leadership and to Client Stakeholders
  • Documented scope, created sprint schedule and staffing plans to support deliverable objectives
  • Negotiated and controlled project iterations to ensure project profitability
  • Lead both client and team communication activities including daily stand-ups, weekly status meetings and reporting (Burn-down charts, weekly status reports)
  • Ensures approaches/solutions were consistent with client/project objectives (Retrospectives)
  • Performed ongoing risk management assessment on engagement
  • Lead cross-discipline team to deliver solutions successfully through weekly, bi-weekly sprints
  • Advised client and teams on project developments and implications related to project release plan
  • Acted as point of escalation of issues and project developments for both the team and client
  • Obtained proper internal approval of client contracts obtaining collective ownership on continuous product integration

Key Accomplishments:

  • Director of Project Delivery leading a team of third party vendors, contractors, and internal employees to establish a web presence for Holiday Inn Club Vacations. The new site allowed Club Members to view club point balances, timeshares owned, upcoming reservations, and mortgage/maintenance statements while providing an extensible foundation for future web functionality. The project was delivered following an iterative process using weekly/bi-weekly sprints. The team also created and enforced standard practices for development while establishing a new infrastructure employing a service oriented architecture and an operational data store.

2005 - 2009

Senior Product - Project Manager

Holiday Inn Club Vacations

The Project Management Office was assembled to provide skilled Project Managers to the most highly visible projects. The Project Management Office managed the project portfolio, resources assigning and the work typically involving competing demands for: scope, time, cost, risk and quality as well as stakeholders with differing needs and expectations.

  • Provided visibility to the many tasks needed to execute projects, clearly and frequently communicate the status of projects and tasks, and work closely with the Project Sponsor to make sure projects were delivered as close to the forecasted time, budget & scope as possible.
  • Managed project functional leads in a strong matrix organization to initiate, plan, execute, control, and close complex projects crossing multiple strategic business units.
  • Took corrective action to bring any variances back in line with the project plan and utilize strict change control procedures to manage any project changes when and as they occurred.
  • Identified project risks, performed risk analysis, risk response planning, and monitored and controlled all risks through project completion, escalated unresolved issues and decision to senior management.

Key Accomplishments:

  • Project Managed 3 outside consultants, 3 internal technologist, 4 business personnel and a project coordinator to implement Oracle HR, Daily Business Intelligence for HR, Advanced Benefits, Self Service HR. Converting personnel and benefit data from ADP to construct Oracle as the system of record for all Orange Lake employee data. Objective was to develop a foundation for future processes to gain efficiencies by automating processes. In parallel project managed the implementation of Kronos Workforce 5.2.
  • Project Management Office Leader, within a group of 10 professionals, which facilitated a panel of over 50 business experts representing core business functions.  Successfully designed and implemented a new windows based system in an unprecedented 117 days replacing the Holiday Inn Club Vacations legacy IBM AS/400 platform. This new, fully integrated platform supports sales, marketing, loan servicing, contract processing, central reservations, property management and banking functionality.

  • Project Managed new timeshare site implementations (Lake Geneva, Wisconsin 1/24/07, Ascutney, Vermont 3/19/07, Myrtle Beach, South Carolina & Gatlinburg, Tennessee 12/15/2008). Projects consisted of large data conversions, new site program setup, system interfaces and establishing new business processes.
2001 - 2004

Project Manager


The eServices team was a billable organization assembled to function as an internal vendor and whose purpose was to establish agreements with each of the lines of business to keep project efforts internal, instead of, outsourcing to outside vendors. This team grew from a team of 4 to 17 during my 3 years on the team.

Key Accomplishments:

  • Orchestrated the migration of support functions for,, (Worldwide Internet / Intranet Sites), and Microwebs/Microsites from a 34-member Boston team to a team of eight in Montvale. Additionally, trained a team of 12 support personnel and transitioned the support functions to Toronto over a 10-month period. This project saved the firm over 2.4 million dollars through improved productivity.
  • Project Manager that ensured KPMG complied with the requirements of the Sarbanes-Oxley Act of 2002 including all independence requirements.  I was tasked with leading a team to develop an in/out bound process with Dun & Bradstreet records to ensure data integrity. This web system was used to generate awareness and pre-approve all non-audit services for our clients. Upon completion of this project, my team was able to capitalize an additional 3 million dollars of project work to further enhance the system. 

  • Working with a team of 5 I was tasked with establishing Microsoft Share Point Portal and Project Central to manage the corporate project portfolio. The objective was to provide the ability to manage project resources and establish a cohesive team web environment for conducting surveys, sharing documentation, tracking team assignments and project progress through a web portal. Was also responsible for providing executive leadership with dynamic reporting tools to track project portfolio performance and resource management.
1999 - 2001

Project Manager - Eastern Region


My team was a liaison among in-house teams within the strategic business units and other corporate infrastructure support groups to share information and provide guidance regarding specifications and standards.

  • Led evaluation, testing, and installation of systems, services, and technologies by building and testing alternative hardware prototypes and software services.
  • Managed a team of three, provided direct support and development link to the data/operations center, we developed and maintained several intranets to handle day-to-day operations and issued regular releases of these systems.
  • Met and negotiated client expectations, handled release management schedules, assessed project risks, managed issue tracking and change control process, set up priorities, organized work, established acceptance criteria for deliverables, and ensured deadlines were met.
  • Ensured that all systems were well documented and in compliance with firm standard policies.
1997 - 1999

Senior Analyst / Project Lead


Lead a team of 12 (level II/III) support analyst for national call center/help desk.

  • Ensured compliance with established service level agreements, proactive monitoring, and continuous trend analysis.
  • Used automated problem management system in troubleshooting WAN/LAN, workstation/applications software, and server functionality in collaboration with corresponding support organizations.
  • Supported implementation of internal business systems and LAN / WAN infrastructure projects.
  • Communicated status updates to clients and management throughout the analysis and resolution process, and followed up to ensure satisfaction.
  • Responsible for Firm Standard Workstation/Server builds. (IBM Laptops, Compaq Desktops/Laptops/Servers)
  • Developed and maintained day-to-day technical operating procedures and end-user documentation.
1995 - 1997

Technical Contractor

Alternative Resource Corporation

Assisted clients, including: KPMG LLP, Volvo Cars of North America, Panasonic, Sony, United Water, Liz Claiborne, Decision 1 Technologies, and Apprise Enterprise with workstation configurations, network connectivity, migrations on various platforms, and special projects/rollouts.

1992 - 1995

Computer Production Manager

Eagle Resource Corporation

Led a three-person team evaluating and/or refurbishing up to 500 computers per month. Inspected, upgraded, and installed hardware components. Prepared used-equipment bids and maintained wholesale accounts. Worked with vendors and subcontractors. Tracked and reported inventory.




2007 - Present

Professional Facilitation (FAST)
2003 - Present

Business Systems Analysis