Functional Skills
Business Analysis
Business Operations
Change Management / Org Design
Organizational Behavior
Organizational Culture
Organizational Effectiveness
Organizational Strategy
Program Management
Quality Assurance
Quality Control
Digital Transformation
Customer Service
Project Management
Strategic Planning
Software Development
Software Skills
IBM Db2
Azure DevOps
UNIX
ServiceNow
Java
SAP CRM
SQL
Jira
Trello
SAP HANA
Sharepoint
Certifications
CSMCertified Scrum Master
CMSChange Management Specialist
PMPProject Management Professional
Six Sigma Green Belt
Sector Experience
Energy
Financial Services
Technology
Fortune 500
Experience
PG&E
Information Technology
Project Manager and OCM
1/2023 - 5/2025
Leading multiple projects in Oracle Customer Care & Billing and Change Management of a $50 Million program. Activities include CC&B Transformation Programs and Business Process Design. Responsible for solution design, development, and deployment.
• Migration from Oracle Legacy Billing system to Oracle Billing Cloud Service
• Leading new rate calculations for five rates and thirty-three billing programs, including Wholesale Net Billing and Retail Net Metering
• Responsible for the Service Introduction of Operational Readiness for program
• Migration from Oracle Legacy Billing system to Oracle Billing Cloud Service
• Leading new rate calculations for five rates and thirty-three billing programs, including Wholesale Net Billing and Retail Net Metering
• Responsible for the Service Introduction of Operational Readiness for program
JM Family
Information Technology
Master/PPM-Development, Consultant
3/2022 - 11/2022
Served as a cross-functional PPM consultant in a digital transformation initiative—including mainframe migration and middleware architecture integrating internal applications into a centralized Digital Hub using Azure DevOps, ServiceNow, and Agile frameworks such as Scrum and SAFe 5.1
● • Managed Scrum team of 8 team members
• Worked with team that was developing and implementing base architecture for Middleware Integrations
• Migration from the Mainframe to D365 ERP System
• Traditional to Agile Transformation
● • Managed Scrum team of 8 team members
• Worked with team that was developing and implementing base architecture for Middleware Integrations
• Migration from the Mainframe to D365 ERP System
• Traditional to Agile Transformation
Public Service Enterprise Group
Management Consulting
Project Manager – Implementation and Infrastructure
7/2020 - 2/2022
Brought in to deliver a $3M NERC/CIP-compliant data center upgrade using AMAG Symmetry, identifying root causes of prior delays dating back to 2017 and leading successful remediation toward a November 2021 implementation.
• Coordinate the interdependence between work schedules of 7 external vendors with internal resources.
• Run as a hybrid Agile/SDLC project as a pilot ePMO project and, managed through ServiceNow (SNOW)
• Established a working relationship between IT and Business departments.
• Mentoring Jr PMs in Traditional and Agile Project management
• Coordinate the interdependence between work schedules of 7 external vendors with internal resources.
• Run as a hybrid Agile/SDLC project as a pilot ePMO project and, managed through ServiceNow (SNOW)
• Established a working relationship between IT and Business departments.
• Mentoring Jr PMs in Traditional and Agile Project management
Florida Crystals
Management Consulting
Master Consultant-Development
12/2019 - 8/2020
Led a Robotic Process Automation initiative integrating ESKER with SAP HANA to streamline P2P and O2C operations. Enhanced vendor management, reduced business risk, and aligned scope, requirements, and outcomes across cross-functional teams.
• Responsible for all budgeting, resource management and change management for the program.
• Assisted in review, and provide input, to a newly established PMO COE
• First RPA (Robotic Process Automation) at Florida Crystals
• Solution reduced manual CSR order entry of 75,000 orders by 80% with savings of 800K.
• Responsible for all budgeting, resource management and change management for the program.
• Assisted in review, and provide input, to a newly established PMO COE
• First RPA (Robotic Process Automation) at Florida Crystals
• Solution reduced manual CSR order entry of 75,000 orders by 80% with savings of 800K.
Zimmerman Advertising
Management Consulting
PMO/OCM Management Consultant
6/2019 - 12/2019
Brought in to assess and improve project portfolio and change management practices for a large agency division. Recommended organizational restructuring and PMO enhancements, addressed morale challenges, trained teams on Agile principles, and implemented Workfront to manage projects using Scrum and Kanban frameworks.
• Assessed and upskilled a team of 8 junior PMs by developing a project management training program covering SDLC and Kanban.
• Conducted interviews across organizational levels to diagnose root causes of low morale.
• Delivered workshops on Kotter's 8-Step and ADKAR change models to support mindset shifts.
• Established a change leadership coalition, boosting engagement from 10% to 40% in 4 months.
• Achieved projected gains in productivity and reduced time-to-market by 25% through improved people, process, and change strategies.
• Assessed and upskilled a team of 8 junior PMs by developing a project management training program covering SDLC and Kanban.
• Conducted interviews across organizational levels to diagnose root causes of low morale.
• Delivered workshops on Kotter's 8-Step and ADKAR change models to support mindset shifts.
• Established a change leadership coalition, boosting engagement from 10% to 40% in 4 months.
• Achieved projected gains in productivity and reduced time-to-market by 25% through improved people, process, and change strategies.
Navigant/Guidehouse Consulting
Management Consulting
Assistant IT Director PMO Consultant
5/2018 - 5/2019
Stanford University & Bandera Electric Cooperative (BEC) Delivered enterprise IT strategy roadmaps and organizational assessments for academic and utility sectors.
• Conducted current state reviews, gap analyses, and future state roadmaps centered on People, Process, and Technology.
• Recommended implementation of NISC's cloud-based CC&B (Customer Care & Billing) platform (PaaS/SaaS) to modernize customer service operations.
• At Stanford, advised on organizational change management, streamlined manual processes, and improved IT operations, DR/BCP readiness.
• At BEC, recommended shifting to a matrix-based org structure and leveraging NISC analytics as a single source of truth for forecasting outages and usage.
• Conducted current state reviews, gap analyses, and future state roadmaps centered on People, Process, and Technology.
• Recommended implementation of NISC's cloud-based CC&B (Customer Care & Billing) platform (PaaS/SaaS) to modernize customer service operations.
• At Stanford, advised on organizational change management, streamlined manual processes, and improved IT operations, DR/BCP readiness.
• At BEC, recommended shifting to a matrix-based org structure and leveraging NISC analytics as a single source of truth for forecasting outages and usage.
Allegiant Airlines
Information Technology
PMO Project Manager Consultant
8/2017 - 4/2018
Contracted to recommend a Project Portfolio Management solution for program planning, resource forecasting, and change management across Allegiant's portfolio. Designed a hybrid Agile/Waterfall framework and guided IT leadership through Agile adoption via training and coaching.
● • Part of a team that instituted a Root Cause Analysis (RCA) process to address missed KPI's through effective ITIL Problem and Incident management process.
• Established a "Hybrid" Agile/SDLC process, utilizing best practices from PMI and Scrum Alliance
• Developed a working set of PMO templates and guidelines.
• Evaluated SDLC Project Management tool from Big Picture as an add-on product for Jira and Confluence
● • Part of a team that instituted a Root Cause Analysis (RCA) process to address missed KPI's through effective ITIL Problem and Incident management process.
• Established a "Hybrid" Agile/SDLC process, utilizing best practices from PMI and Scrum Alliance
• Developed a working set of PMO templates and guidelines.
• Evaluated SDLC Project Management tool from Big Picture as an add-on product for Jira and Confluence
FPL
Information Technology
Sr Project Manager PMO
1/2014 - 6/2017
Led the development of a PMO Center of Excellence for a $18M Customer/1 CIS enhancement program, overseeing core customer service projects under both Agile and traditional methodologies. Fostered team collaboration, championed Agile adoption, and removed delivery roadblocks through servant leadership, conflict resolution, and coaching on Scrum principles.
● • Implemented a Controlling PMO COE, with formal templates, forms, and conformance to governance.
• Established a hybrid approach of standard SDLC and Agile methodologies.
• 100% of all projects in the program adhered to PMO Processes
• Program reporting became less controversial as status was no longer subjective.
• A set of SLAs and KPI's were centered around a common set of metrics.
• Program issues decreased 20% by enhanced identification and mitigation of risks.
• Reduction of resource utilization was achieved by 15% onshore and 40% offshore.
• Most projects were completed within the 10% budget tolerance established by the program.
● • Implemented a Controlling PMO COE, with formal templates, forms, and conformance to governance.
• Established a hybrid approach of standard SDLC and Agile methodologies.
• 100% of all projects in the program adhered to PMO Processes
• Program reporting became less controversial as status was no longer subjective.
• A set of SLAs and KPI's were centered around a common set of metrics.
• Program issues decreased 20% by enhanced identification and mitigation of risks.
• Reduction of resource utilization was achieved by 15% onshore and 40% offshore.
• Most projects were completed within the 10% budget tolerance established by the program.
FPL
Corporate Strategy & Development
Sr Project Manager-Development
6/2011 - 12/2013
Appointed as liaison between IT and Customer Service to lead delivery of a $100M smart meter program focused on Remote Connect/Disconnect (RCS). Oversaw full lifecycle—from planning to implementation—of M2C integration using Smart Meters and the Customer/1 mainframe, driving cross-functional impact across operations, regulatory, and customer-facing departments.
• Managed 3 development teams related to the program, Legacy Mainframe, Distributed Development, and Middleware Architecture into a cohesive single integrated program.
• Provided IT expertise to Customer Service as a SME in relations to architecture and implementations of technology solutions related to the program. My role was to collaborate with IT on strategic IT decisions.
• Designed strategy for development and rollout of an AMI metering system.
• Reduced timeline by 1 year, saving 25% of budget and increasing the NPV.
• At implementation, one of the largest AMI implementations in the country
• Reduced Costs $4.53 million better than target
• Increased Revenues: $1.75 million better than target
• Managed 3 development teams related to the program, Legacy Mainframe, Distributed Development, and Middleware Architecture into a cohesive single integrated program.
• Provided IT expertise to Customer Service as a SME in relations to architecture and implementations of technology solutions related to the program. My role was to collaborate with IT on strategic IT decisions.
• Designed strategy for development and rollout of an AMI metering system.
• Reduced timeline by 1 year, saving 25% of budget and increasing the NPV.
• At implementation, one of the largest AMI implementations in the country
• Reduced Costs $4.53 million better than target
• Increased Revenues: $1.75 million better than target
Fpl
Information Technology
FPL Technical Supervisor-Implementation
5/2008 - 5/2011
Led the development team and architected the overall solution. This asset management system was responsible for identifying every component in a nuclear plant, drawings of the part, standard position of switches etc.
• Led conversion of a legacy mainframe-based system to a COTS application, Ventyx's Asset suite.
• Reduced mainframe usage by 100% by replacing it with a UNIX based system.
• FPL's first SOA implementation
• Led conversion of a legacy mainframe-based system to a COTS application, Ventyx's Asset suite.
• Reduced mainframe usage by 100% by replacing it with a UNIX based system.
• FPL's first SOA implementation