The pattern is the same in each: walk into an environment where the system doesn't exist yet, build the governance and relationships from scratch, deliver the first win, and use that credibility to expand the engagement. Today I run that playbook with an AI-first approach to program delivery. Programs across media, healthcare, aviation, energy, financial software, and enterprise data. Each one follows the same structure I use in steering committee reviews: the challenge, the approach, the outcome. Click any row to expand.
Operating cash flow forecasts carried significant variance, undermining confidence in quarterly borrowing decisions.
I partnered with data scientists, engineers, and finance stakeholders to build ML models forecasting revenue and expenses, delivered via a Power BI dashboard integrated with Snowflake.
Cut forecast variance from ~$508M to under $100M, directly informing how much the company needed to borrow each quarter. The model became a standing executive tool used in quarterly borrowing decisions.
HDR needed to retire a legacy Oracle BI platform and modernize its reporting environment without disrupting ongoing business operations.
I managed delivery of a two-phase Snowflake modernization. A platform gap assessment covering security, governance, and architecture shaped the follow-on work, then led a six-person data engineering team through migration of roughly 80 reporting objects off Oracle BI onto Snowflake.
Delivered a $1.07M program that eliminated legacy Oracle licensing and infrastructure costs while modernizing HDR's reporting foundation. Sunsetting the legacy Oracle platform freed operating costs the client could reinvest in future data and analytics initiatives.
Priority Power needed a modern data platform foundation to power trading and grid analytics for an energy trading business, with no lakehouse architecture in place.
I led a blended US and Mexico team to stand up the full Databricks foundation (Unity Catalog, RBAC, cloud storage) and deliver production analytics, including grid infrastructure KPI dashboards and real-time pricing dashboards, while advising the client's CTO and Director of Analytics directly on cloud and AI enablement strategy.
Delivered production-ready analytics on a disciplined budget, tracking a $49.5K underburn on a ~$574K SOW, and expanded the engagement through a follow-on change order. The expansion work addressed broader cloud infrastructure needs beyond the original analytics scope.
BCBSAZ's enterprise PMO needed to scale rapidly without losing delivery discipline.
I led a three-year PMaaS engagement, redesigning intake and prioritization governance and integrating Azure DevOps, Project, and Power BI.
Scaled operations 500%, cut reporting cycle times 40%, reduced intake cycle time 35%. The engagement renewed four consecutive times on the strength of delivery results.
United's delivery organization was scaling faster than its PMO. Demand was outpacing capacity with no standardized way to prove it, intake and standards varied team to team, and there was no agreed way to measure PM performance or demonstrate the PMO's value.
I designed and facilitated a full-day executive workshop for United's PMO and delivery leadership: structured current-state assessment, PMO operating-model fit, portfolio prioritization techniques, reporting maturity, and AI-enabled Smart PMO practices, closing with SMART-goal action planning.
Workshop findings converted directly into a tiered PMaaS proposal and new services business, expanding a 16-year staffing relationship into strategic PMO services on the strength of the work in the room.
Peacock needed confidence its live-streaming infrastructure could withstand failure during the highest-stakes broadcasts without risking production.
I led the program standup for an AI-driven chaos-testing digital twin, a full replica of the AWS streaming environment, partnering with solutions architecture to evolve it from proof of concept into a minimum viable product simulating traffic spikes, node failures, and regional outages entirely outside production.
De-risked production ahead of major live events. Scope expanded through successive change orders, adding specialized engineering roles and growing the engagement's commercial value.
A $700M business unit supporting patient access and reimbursement programs for major pharmaceutical manufacturers needed rigorous, compliant program governance.
I stood up a new PMO with scalable governance and tooling; led and managed REMS (Risk Evaluation and Mitigation Strategy) programs, embedding FDA-mandated risk mitigation and patient safety protocols into delivery.
Standardized delivery across a complex, highly regulated multi-stakeholder environment. The PMO became the delivery standard for the business unit, governing 25 programs and 70-100 concurrent projects.
BlackLine needed to scale implementation capacity for its customer base without the rigidity of project-by-project staffing or the overhead of building the function in-house.
I designed and stood up an Implementation as a Service managed workforce from scratch: a nine-role delivery model spanning directors across HR, procurement, and business operations, with a tiered team-lead structure that scales leadership as the team grows and governance mechanics built into the commercial model.
Launched with a 15-person team under a program structure designed to flex with demand, giving BlackLine dedicated delivery capacity without fixed-cost buildout. The program was designed with built-in commercial governance to scale headcount and revenue as client demand grows.
Internal communications ran on 20+ redundant, poorly documented Salesforce Marketing Cloud templates, making every send slow to produce and inconsistent across audiences.
I oversaw program delivery for the consolidation of the template estate into a single dynamic, payload-driven template integrated with ServiceNow, so one governed asset serves every communication scenario instead of a fragile library of one-offs.
Eliminated redundant template maintenance and standardized internal communications on one integrated, documented pipeline. Delivery credibility from this engagement supported continued expansion of the Disney managed services relationship.