Established and directed the Project Portfolio Management (PPM) Framework and Governance of AbbVie project/program managers for 24 Human Resources projects supporting the AbbVie-Allergan merger. Managed the portfolio financials, mentored PMO staff, and facilitated Portfolio Team status reviews and Steering Committee communication cadences for the 21 million dollar portfolio.

Provided total program management of the Allergan ServiceNow migration to the AbbVie ServiceNow instance. This oversight included stakeholder management, facilitation of discovery workshops, compilation of data inventory and the master data rationalization plan. A global migration effort, a multi-phase, multi-site migration plan was developed and socialized with executive leadership for final approvals. Management of the program schedule and the 2.5 million dollar program budget was reconciled and aligned weekly with the Transformation Management Office for leadership update cadences.

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Multiple engagements of Program Management, partnering with Caterpillar (CAT) Senior Leadership to establish PMO governance for global implementations of SAP, Concur Travel, and Coupa Procurement. Hands on management and leadership for projects, programs & portfolios in multiple divisions including: Large Powers Systems Division (LPSD), Product Development Global Technology Division (PDGT), Global Supply Network Division (GSND), and Global Finance Division (GFD). Highlights of initiatives are:

• Owned the Transformation implementation model (aligned w/ corporate TMO) and schedules for program / project management of five SAP initiatives at nine CAT LPSD factories. Successfully orchestrated project planning, discovery workshops, data governance sessions inclusive of engineering and materials resource planning. This 62 million dollar program had staggered starts of project schedules to faciliate rolling resources / vendor availability, and manufacturing timeline guardrails. Managed all aspects of business leadership collaboration, stakeholder engagement, and vendor relations across all engine divisions.

• Led the reset of the GSND 18 million dollar program for the global installation of Concur Travel Expense for eighty thousand users. Reworked requirements gathering and discovery workshops to support an iterative model for platform configuration & testing, as well as data integration development. Established regional governance model for total inclusion of global travel groups. Actively engaged with global change management model.

• Provided oversight and governance for the Data, Tools, Apps, and Processes (DTAP) portfolio of 42 program/projects. This 12 million dollar program was made up of work efforts deliveriing data analytics, process & tools, and job aids in support of transportation, logistics, materials management and supply for the Assurance Supply Center of GSND.

• Established and led program management of the Global Finance NextGen team for a multi-year Coupa Procurement Solution. Led 14 global project managers and 160+ team members, supporting the migration of current state systems to the next generation (NextGen) of procurement systems. This endeavor required 58 new data integrations with rationalized purchasing & logistics systems, connecting to the Coupa platform, supporting 30K users at 238 global sites, with 2 million unique SKUs tracking 4.3 billion dollars of InDirect Spend.

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Global Program Manager and Implementation Leader responsible for resetting distressed ServiceNow program. Directed realignment of work packages for Configuration Mgt Database, IT SOX Controls, IT Service Management (ITSM), IT Business Management (ITBM), and IT Asset Management (ITAM). Rebuilt cross-functional teams, implementing PMO Framework, Methodology and Governance. Partnered with third party implementation vendor for joint-project management and alignment on Organizational Change Management efforts.

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Program Management Consultant responsible for establishing PMO governance and strengthening vendor relations for $8M eRooms global migration to Microsoft Office 365 (O365) / SharePoint; included restructuring implementation schedule to enhance financial reconciliation and mitigate timeline gaps.

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Program Management Consultant facilitating strategic planning and execution of ServiceNow initiative. Implemented program framework, governance, project schedules, vendor management, and alignment with Organizational Change Management. Collaborated with third party consulting firm for implementation of Configuration Management Database (CMDB) and IT Service Management (ITSM) in ServiceNow. Managed scope, resources, dynamic timeline for deployment.

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Engagement Manager, directing augmentation of existing ServiceNow platforms for international banking firms. Improved strategic leadership alignment and managed cross-functional team relationships. Enhanced operational readiness with DevOps methodology, expanding business growth and financial opportunities, and redefined scope of long-term PMO Governance.

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Engagement Manager at Capgemini, leading a ServiceNow implementation for the client. Led an international cross-functional team through discovery and gap analysis workshops. Orchestrated project planning and backlog process, collaborating with stakeholders to define requirements, verify approvals, and manage scope, ensuring alignment with client objectives. Managed resources, financials, risk mitigation, leadership and team status reporting. Led cutover for successful deployment of ServiceNow.

Post-implementation, we transitioned to a run team for ongoing support, coordinating with stakeholders, managing service delivery, and optimizing system performance. We delivered training, facilitated knowledge transfer sessions, and drove continuous improvement initiatives to meet evolving business needs.

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Program Cutover Lead for an Oracle HCM implementation. Led the planning and coordination of the transition from legacy systems to Oracle HCM, ensuring data integrity, and overseeing end-to-end deployment activities. This involved facilitation of gap analysis workshops, developing cutover plans, managing timelines, supporting test cycles, and coordinating with cross-functional teams to minimize disruptions and ensure a smooth transition.

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