Program Leadership & Strategy

Strong programs require both clarity of vision and adaptability of execution. I have led complex initiatives through their full lifecycle: defining scope at a detailed level, aligning stakeholders, and driving consensus across teams to move workstreams forward with precision.

At the same time, I have transformed processes and systems to scale efficiencies, implementing cost-saving vendor strategies, building a Center of Excellence, and leading enterprise-wide transformations that strengthened compliance and operational performance.

This balance of structure and adaptability underscores my ability to deliver strategies that don’t just guide the business but propel its evolution.

The following work samples have been adapted and redacted from projects I led at various companies. Proprietary details have been removed and content is shared for illustrative purposes only.

Transforming a SOX program requires courage to rethink entrenched ways of working. I spearheaded initiatives that streamlined testing approaches, introduced automation, and harmonized ITGC processes across regions. The transformation update highlights how I drove change at scale, balancing innovation with control to strengthen the overall program. This is proof of my ability to lead enterprise-wide transformations that create lasting impact.

Driving cost savings in a global program required more than negotiations. It required a structured RFP process that balanced cost with capability. I designed and led a competitive process that evaluated vendors across performance, pricing, and scalability. The outcome was a multi-million-dollar annual savings while maintaining quality of service. This illustrates my ability to run complex, high-stakes sourcing processes that deliver measurable results.

For leadership to buy in, they needed more than words. They needed a roadmap that told the story. I translated scope and strategy into a simple, visual sequence of deliverables. This approach gave stakeholders confidence in timing, dependencies, and outcomes, reinforcing my ability to drive programs end-to-end.

I built a phased plan that transformed a multi-year SOX initiative into an organized, executable roadmap. By structuring milestones and aligning global teams, I turned an overwhelming program into a clear lifecycle with visible checkpoints and ownership. This example demonstrates my ability to spearhead projects from idea to delivery with discipline and foresight.

When global operations lack consistency, the answer is a centralized framework. I established a Center of Excellence that became the backbone for SOX IT remediation and oversight. By standardizing processes, assigning accountability, and creating a hub for expertise, the CoE transformed fragmented efforts into a unified model. This demonstrates how I bring structure and scalability to large programs through governance design.

Defining scope is not just about setting boundaries, it is about constantly monitoring what could derail progress. I introduced a system that tracked milestones, accomplishments, and risks in real time. This tool ensured that leaders always knew what was on track, what needed attention, and where resources should be reallocated. It reflects how I take ownership of scope management to protect both progress and outcomes.

When multiple workstreams threaten to create duplication and inefficiency, harmonization becomes the difference between chaos and clarity. I created progress trackers that broke down where redundancies existed and mapped a path to consolidation. This discipline around scope definition kept the program lean, efficient, and execution-ready.

Next

System Integration & Enhancements