Industry Experience:
Health Care: developed and implemented a methodology for the National Institutes of Health to better use technology for customer outreach and communication.
Education: during significant growth via acquisition, I enabled our client to integrate branding, operations and accounts payable by integrating IT systems. Developed metrics to track effectiveness of marketing campaigns.
Federal Government: IT – served as deputy director for a 150 person cloud migration project using agile development, served as government lead and integrator on the first large DHS data center migration, developed a successful governance and IT portfolio management process, provided project sponsors with IT cost-benefit framework tied to program strategic objectives. Governance and performance metrics – served on program leadership team to develop strategic goals and objectives in one of DHS’ largest and award-winning programs, develop a governance structure to enable results and develop and implement the Investment Review and pproval Process to approve financially responsible projects demonstrating strategic impact.
Energy Utility: as a member of a board of directors for an energy company, I develop marketing materials and models that demonstrate a return on investment to the energy industry and individual consumers via cost modeling, cost benefit analyses, marketing, communications, lobbying and quantitative evidence of the triple bottom line.
Functional Experience:
Strategy Development and Strategic Alignment: collaborated with leadership team tasked with translating FEMA’s strategic plan into tactical action at the directorate, divisional and program levels. In private sector, facilitated development of strategic goals within complex organization and contributed to the realignment of an organizational structure to fit with strategic goals. Developed a growth plan to build and sell privately held firm.
Financial Management: solely responsible for $35 million annual IT budget for systems that track and manage a billion dollar program. Led development and implementation of an IT program portfolio management and governance plan for all IT investments. Collaborated to develop program selection process that reviewed and approved all program projects based on return on investment and strategic alignment.
Operational Cost Savings/Efficiencies: known for expertise in enterprise and project risk management and mitigation and for running projects on time and on budget. Experienced at developing methods to quantify, track, negotiate and reduce operational costs. Reduced IT budget by 30% without reduction in services to customers. Consistently demonstrated improvements in customer relationships and customer satisfaction scores.
Key Business Transactional Experience:
- On team which negotiated complex contracts of more than $220 million dollars with Fortune 500 companies
- Collaborated with other leaders to develop and structure procurement strategies to deliver cost savings by driving competition
- Developed and managed key performance metrics for IT service and management consulting services.
- Developed company valuation and pre-sale strategy for privately held firm
- Consulted on post-acquisition IT, marketing, brand and process integration
- Forged management structure among team from diverse corporate cultures
- Participated in extensive government procurement negotiations and strategy development as both buyer and seller
What is the most important skill you bring to a corporate board?
Due to my experience with large, complex and diverse project teams, I am adept at absorbing views and recommendations of team members and synthetizing ideas into plan of action that meets strategic objectives. This ability will help on a board because I can help the board rapidly develop solid decisions. My risk mitigation experience can help a board proceed with confidence since risks have been considered and mitigated. Because I participated in multi-party negotiations with very different stakeholders, I am able to view multiple perspectives, suggest a path compatible with many interests and recommend how to communicate why the path was elected in a way that reflects how stakeholders’ feedback was incorporated. This ability will help the board develop a plan to communicate decisions to stakeholders in a transparent manner that will build trust between the board, employees, shareholders and the community.
Georgetown University, BA
University of Virginia – Darden Graduate School of Business Administration, MBA
