Pioneered a pivotal role as the company’s first CIO engaging business leadership involvement, interaction, and decision-making in technology decisions. Improved alignment of technology deployments to business objectives. Created partnerships between business stakeholders and technology deliverers.

• Lowered Operating Expenses $1+M Per Year: Introduced a PMO focused on improving business processes, technology, and service delivery by leveraging Kaizen and Agile principles.
• Implemented Stalled Projects: Revitalized projects leading to successful implementations of several business systems, such as:

• Enterprise Resource Planning

• Customer Relationship Management

• Computer-Aided Design

• Human Resources Information

Established Security Protocols and Network Standards: Eliminated security vulnerabilities and redesigned network architecture increasing system availability from 66% to 99.999%.

• Hand-selected by executive leadership to assume technology management and direction of an Azure Cloud-Based End-to-End Client Onboarding Digital Transformation & Automation initiative:
  • Improved collaboration between consultants, offshore and onshore technology team members, vendors, and Product Management.
  • Built a 30+ member cross-functional project team.
  • Managed and stayed within a $1M product budget, while extending scope and timeline
  • Increased work output 95% using Agile practices to build the product incrementally allowing for real-time feedback on development efforts with minimal to zero defects.

• Established Peak Season Service Delivery Model: As UnitedHealthCares’s (UHC) first IT Client Services Liaison Director:
  • Hired and built a team of IT Client Services Liaisons.
  • Achieved 100% technology readiness for the 2019 peak season.
  • For the first time in UHC’s peak season history, no escalations to upper management and executives as all issues were managed within the IT Client Services Liaison delivery model.

• Led the organizational transformation to Agile by introducing, training, and coaching 700+ business and technology teams on Agile principles, practices, and roles (Product Owner, Release Train Engineer, DevOps, ScrumMaster):
  • Achieved 95?option of Agile practices across the organization and 52 DevOps teams.
  • Improved time to value metrics for products and services.
  • Reduced defects and rework efforts.

Unified 3 new M&A’s (CIP, CSS, and C360) to interoperate as 1 technology team in preparation for 2017 Peak Season Readiness, capitalizing on the strengths of each M&A’s team members to form 3 cross-functional M&A workstreams resulting in zero headcount add and 100% operational readiness for peak season.

Officiated and restructured critical or failing initiatives for global companies ranging in size from $100M to $200B in revenue, resulting in the successful delivery of business and technology projects with teams ranging to 500 FTE’s and project budgets ranging to $250M. Successes include:

• Averted Penalties and $Millions in Fines: Simultaneously drove six $5M initiatives with non-negotiable deadlines stringently associated with an FDA Consent Decree for a Fortune 500 medical device company.
• Resurrected a $20M Project: Reenergized offshore and onshore team members for a failing initiative leading to the successful development & implementation of a real-time, cloud-based, order-entry system for The Antioch Company, a direct distribution company
• Avoided $112M in Microsoft End-Of-Life Support Costs: Spearheaded the $10M migration of 2,500 Windows 2003 servers and 500 SQL 2005 with minimal disruption to business functions for Assurant, a consumer and business insurance and warranty company.