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Work experience


Enterprise Programme Manager

Tate & Lyle, plc.

Global manufacturer of food ingredients from renewable resources


  • Built PMO that improved relations with IT’s business partners and enhanced ability to serve broader organizational strategy.
    • Partnered with C-level executives to link proposed IT investments to corporate objectives; helped these leaders articulate and quantify the benefits sought from proposed projects.
    • Promoted business partner commitment to projects by driving earlier and deeper business involvement.
    • Standardized the project proposal, selection and prioritization processes across all stakeholder groups.
    • Published PMO service catalogue to enable business partners to more easily request project services.
  • Improved consistency and predictability of project delivery.
    • Drove acceptance of project management policies, status reporting guidelines and project review standards by establishing Project Management Working Committee.
    • Deployed PMO website housing policies, template library, process documentation, project review schedule, lessons learned, etc.
  • Introduced benefits-focused portfolio management practices and metrics.
    • Established standardized project selection criteria aligned to organizational goals.
    • Introduced project measures focused on business outcomes and benefits realization.
    • Reduced enterprise risk by partnering with internal audit to establish standard project control objectives.
  • Established standardized PM staffing practices.
    • Instituted formal PMO roles and responsibilities.
    • Designed team metrics demonstrating how the PMO supports the IT strategy.
    • Reduced ramp-up time of new staff by introducing standard on-boarding process.
    • Reduced contract staffing costs by 30% (USD 850,000/first year) by establishing preferred suppliers and introducing global IT contractor recruitment process.


  • Established governance of GBP 65 MM (USD 105MM) global transformation programme that implemented globally harmonized processes, a consolidated SAP platform and global shared services.
    • Managed Systems Integrator RFP and selection process for USD 19MM services engagement.
    • Created reporting mechanisms, programme risk management model and structure for managing interdependencies between programme components.
    • Managed PM’s of component projects including data migration, interfaces, OCR and EDI.
    • Managed go-live readiness assessments for each phase of new Global Shared Services Centre.

Vice President, PMO & Portfolio Management Practices

UMT Consulting

Microsoft EPM Gold Partner, Developers of Microsoft Project Portfolio Server

  • Implemented large PMO’s (30+ PM’s, 500+ resources) for Fortune 500 clients.
    • Designed organizational structures for PMO's and trained PMO staff in new roles.
    • Developed PMO roadmaps for improving organizations’ project- and portfolio-management capabilities.
    • Increased productivity by training managers to use basic resource management techniques.
    • Improved clients’ customer relationships by implementing transparent project request processes.
    • Awarded one client’s “Chairman’s Award”, normally reserved only for employees.
  • Increased clients’ Project Management capabilities; improved project consistency and predictability.
    • Designed and implemented methodologies, standards and metrics for project and portfolio governance.
    • Developed frameworks for project team development.
    • Deployed technologies to improve project- and portfolio management.
    • Managed change initiatives; built relationships with stakeholders up and down the organization to embrace initiatives and adopt products of the engagements.

Director, Business Development


Vendor of enterprise class SaaS project portfolio management software. 

  • Produced sales in excess of USD 1MM in new strategic industries (healthcare, financial services) and geographies (English speaking countries of EMEA).
  • Grew market share by building partner relationships with national and boutique PPM consulting firms; supported their sales of USD 1MM in Innotas solutions.

Automatic Data Processing (ADP)

Manager, Program Management Office

Time and Labour Management unit of the Fortune 500 outsourcing firm. 

  • Founded PMO to support 35 Project Managers and 65 Business Analysts.
    • Delivered 300+% ROI by instituting portfolio management practices, new metrics and supporting technologies.  Sponsored introduction of portfolio management, resource scheduling, workflow automation and knowledge sharing tools.
    • Reduced project times 20% by implementing standard methodology and automating workflows.
    • Increased client satisfaction scores 21% by introducing a model to estimate engagement complexity while client was still in the sales cycle, implementing a “Client Expectations Management” process, realigning placement of training in the lifecycle and streamlining the transition to Client Services.
  • Improved relations between functions, increased resource utilization by designing and deploying new processes, roles and technologies.
  • Shortened sales cycle, contributed to 20% annual growth rate by redesigning how Sales engages Services.
  • Improved invoice accuracy by redesigning how Sales notifies Accounting of new deals, and how Shipping provides data about specific items shipped to customers.
  • Increased client satisfaction by simplifying how Implementation hands off new clients to Customer Service.
  • Built bridges with other functions by partnering on cross-functional initiatives
    • Reduced time to prepare for SAS70 Type 2 audits from 80 hours to 4 hours.
    • Selected for team to integrate service delivery across business units.
    • Coordinated departmental Business Continuity/Disaster Recovery plan.
  • Introduced talent management principles to implementation team; contributed to retention increase of 12%.

Portfolio Manager, Global Business Support Systems

Arthur Andersen, LLP

Internal IT organization for USD8 billion global professional services firm PORTFOLIO MANAGER, GLOBAL BUSINESS SUPPORT SYSTEMS

  • Led portfolio of 400+ technology products used in eighty-four countries. Product segments included CRM, SFA, community building, knowledge management and travel management applications.
    • Reduced operating costs by engaging senior leaders to define business needs and priorities, translating them into application rationalization decisions and redeploying resources.
    • Developed roadmaps for surviving applications, and translated them into functional requirements and specifications for development teams.
    • Ensured sponsor buy-in by facilitating portfolio priorities from senior executives globally.
    • Piloted agile techniques on portfolio components.
  • Represented development organization in defining global SDLC, Program Management model and Portfolio Management & Governance model.


  • Led team of internal consultants in managing large international projects.  Representative sample:
    • SFA tool to 25,000 professionals in eighty four countries, six weeks ahead of schedule.
    • Client satisfaction reporting system to 8,000 professionals in eighty four countries.
    • PeopleSoft HRIS in support of 45,000 employees in fifteen countries.



Ithaca College


Columbia University


ITIL Foundations








Operationalizing strategy by translating the organization's objectives into tangible programs, and governing those programs to ensure they deliver their benefits.


• Results-focused global leader with 15 years auditable success translating organizational plans into operational accomplishments.• Extensive experience helping C-level executives and senior operating leaders define and manage paths to meeting their objectives.• Highly accomplished in building proactive teams and developing staff to deliver excellence.


US citizen holding UK residency and work permits.

Extensive travel in Western and Central Europe, Asia and North America.Enjoy billiards, card magic and restoring antique fountain pens.