Los Angeles Metropolitan Area
Senior Technical Program Manager with 15+ years leading enterprise technology programs across healthcare, financial services, data and analytics SaaS, entertainment, government, manufacturing, and consulting. I am brought in when programs are failing, timelines are slipping, and stakeholders have lost confidence. I stabilize delivery, rebuild governance, and get things across the finish line. Selected examples: • Recovered a fully paused $7M AI platform modernization spanning Salesforce, SAP, Databricks, and Snowflake — met FDA CAPA compliance commitments and delivered original-scope deployment on accelerated schedule, restoring delivery structure across 5 workstreams, 4 vendors, and 3+ engineering teams. Brought in specifically to meet the complexity of the situation. • Identified an inherited failed implementation as a governance gap and self-initiated the group's first hybrid SDLC without a mandate — earned exclusive Enterprise Jira Administrator access to build custom governance workflows operationalizing delivery across 5 concurrent projects on a supply-chain-critical digital asset platform. • Defined, designed, and oversaw delivery of a $1.2M custom ERP spanning 8+ modules — partnered with the client's Business Operations Chief to define transformative business processes, solution requirements, and GUI designs; oversaw the offshore vendor build through daily hands-on engagement; self-initiated and built the QA team from scratch; and managed the full client engagement lifecycle including pre-sales, SOW authoring, and budget management. • Established IT delivery services for two newly organized divisions responsible for over $100M in profit — identifying through executive-level strategic planning a $1.2M cost savings opportunity, then defining, designing, and delivering the re-engineered business processes and replacement technology solution. I have co-established PMO governance at 6 organizations and built first formal SDLCs at 8 — designing intake and governance processes while running delivery at the same time. I bring an uncommon combination of Technical Program Management, Functional Solution Architecture, and Technology Delivery Management — applied across Agile, Scrum, SAFe, Waterfall, and hybrid environments. MBA, USC Marshall School of Business. CSM. CSPO. #ProgramManagement #ProgramRecovery #DigitalTransformation #FDACompliance #ITGovernance
Senior TPM in the Diabetes Technology PMO — held portfolio-level accountability across two sets of concurrent compliance-critical and market-launch initiatives, each with pre-existing solution gaps and competing priorities. Three in 2024, two in 2025 — each with hard deadlines. Reported to VP, Quality Assurance Division. Mentored 3 PMs on WBS, executive reporting, and PMO standards. • Restored a fully paused $7M AI program spanning Salesforce, SAP, Databricks, and Snowflake — restarted delivery across 5 workstreams, 4 vendors, and 3+ engineering teams; established full financial tracking; met the external FDA CAPA target; and delivered the original-scope deployment on an accelerated schedule. (2025) • Retained project leadership over the medical device partner API integration — proactively assessed Big 4 (Deloitte) readiness against a hard launch date, identified they were not sufficiently ramped to lead against the committed timeline, and retained ownership. Drove delivery across Deloitte, internal engineering, and global medical device partner from Definition through post-deployment, concurrent to the AI Program. (2025) • Met all 32 FDA-committed production deployments within the division's primary CAPA compliance program — engaged at delivery start and discovered Solution Definition gaps; rapidly onboarded 4 IT teams and delivered all 32 commitments across 8 enterprise applications on time. (2024) • Delivered two additional concurrent initiatives under significant scope and executive pressure — resolving competing technical architectures mid-delivery on a complaint system API integration, and driving cross-functional realignment after excluded dependencies surfaced under high executive visibility on a business transaction coding transformation. Both delivered on time. (2024) • Advanced PMO governance maturity — implemented the Express CAPA Intake process, established the Closing Documents standard, and created AI program tracking on a new PMO financial tool.
Led hands-on delivery of the IT program portfolio for ID Analytics LLC — a credit and fraud risk analytics company acquired by LexisNexis Risk Solutions to expand its consumer risk assessment platform. Managed a cloud-to-cloud data pipeline and platform consolidation program across 5 concurrent workstreams — migrating ID Analytics' proprietary data and analytics into the LexisNexis enterprise environment to enable richer credit and fraud risk decisioning for LexisNexis clients. ID Analytics had never employed a project manager before, operating in a Lean Agile culture navigating assimilation into a large enterprise environment. • Delivered the 2023 phase of the migration program on time and within a $6M budget — managing 5 concurrent workstreams across business, data, product, development, and testing teams, while initiating planning for the 2024 phase at time of transition. • Navigated the cultural transition of a team moving from Lean Agile autonomy into structured date-driven delivery — tailoring the SDLC approach to each workstream, implementing Scrum, Kanban, or hybrid frameworks based on team and work type, while establishing financial tracking and executive reporting from scratch. • Ensured alignment between technical team members across the program — working directly alongside engineers to maintain delivery momentum through the organizational transition.
Joined the government agency to inherit and correct a failing phase of a program that establishes a 311 website for residents to submit and track service requests to the city which concurrently was implementing a SAFe SDLC. • Resolved gaps in previously defined requirements. Directed the 3rd party application development team. • Migrated four key business units onto the cloud-based platform and met an aggressive deadline to complete the project. Conducted standups, managed the Mural Board, created an opportunity backlog and intake process. • Contributed to the agency’s implementation of SAFe, including leading coaching sessions when needed.
Joined the enterprise technology services organization for the agency that runs the country’s third largest transit system, to help establish this new IT Governance division to improve delivery. Partnered with business and technical divisions to clarify, prioritize, and improve delivery of critical projects while helping establish two new governance groups: IT Business Relationship Management Team and the Project Management Office. Corrected inherited initiatives and projects that were active and not in compliance with new governance policies: • Transformed an HR Drug and Alcohol Testing Program that had no platform update 13 years after it was originally implemented. Engaged and immediately resolved an urgent support issue that was previously misdiagnosed. Then, initiated a cloud migration project to deliver the solution. Resourcefully studied the 3rd party vendor’s Knowledge Center website extensively to bridge a gap with business alignment and communication to both define the current and architect the target solutions. • Inherited management of a Remote Work Behavioral Research project with an aggressive delivery commitment to Senior Leadership and no target solution established. Rapidly defined the requirements, designed the functional solution architecture, and executed delivery by leading a cross-functional team that included an academic business partner, internal functional and technical groups, plus Microsoft consultants. Applied an Agile SDLC to manage the project, and after completion provided the documented workflows as requested to the business partner for use in their other national engagements. • Inherited the need to initiate a migration of Talent Development’s eLearning Application from Adobe Connect to Captivate Prime. Identified the opportunity to eliminate a legacy solution component and save $15k. Defined requirements, designed the functional solution, created the documentation portfolio and presented the solution to executive committees.
Joined a mid-size technology and business solutions provider based in the Midwest, attempting to expand and establish a west coast practice that corrects failing projects. Sponsored by the CTO of a leading online wholesale trade printer to correct a failing eCommerce platform implementation involving a Magento front end integrated with the enterprise’s systems, which was six months behind schedule, had an unknown launch date, and lacked cost containment, scope plus final design: • Re-established the project approach (Hybrid: Waterfall / Scrum), budget, solution, and schedules.