While serving in the IT Project Manager role, I managed and directed local government IT enterprise-wide programs and projects from initiation to completion for strategic and transformational impact. Successfully completed high visibility projects that had an impact on the public and private citizens of Cary, NC. Developed and maintained internal and external stakeholder relationships with consistent communication and collaboration management, driving project success. Identified, analyzed and mitigated project and program risks and gaps to ensure successful outcomes with risk analysis. Utilized best practice project methodologies and tools, from Waterfall, Agile, ITIL and Six-Sigma to streamline projects and process workflows efficiently. Mentored, coached and led cross-functional teams, facilitating team collaboration and mitigating team issues in a proactive manner to deliver high-quality project team results. Developed and implemented project governance and standards to support the

In the Release Manager role, I was responsible for the planning, monitoring, and communications for release management project deliverables, goals, and milestones to ensure release schedule dates were met for the OCIO government sector department. Facilitated, managed, and maintained scrum ceremonies for the software development scheduled releases and break fixes being deployed in the release schedule. Conducted Product Owner weekly status meetings, oversaw the production, management and execution of the release processes and deployment schedule. Responsible for government client communication of critical due dates, risks and issues and development impediments. Regulated the controls that were documented to maintain the quality and compliance governance standards and practices required by the client.
● Provided support to the Design and QA department in planning, developing, and coordinating creative asset development (digital/video) and roadmaps. Developed and managed the assigned sc

For the success of the Dots Pretzels merger and acquisition with a HR system software implementation, I orchestrated the management of all HR Business M&A project tasks associated with the strategic newly acquired entity "Dots Pretzels". Governed the systems integrations and configurations aligned to the HR business project delivery initiatives associated with the UltiPro software implementation. Facilitated and managed weekly project status meetings for Legal, Workers Comp, Payroll, Finance, Benefits, Change Management, L&D, and HR Compliance. Managed the alignment of cross-functional stakeholders to ensure the success of the integration scope is clear and achievable.
● Worked with IMO technology senior leadership and business owners to communicate and drive the vision for the integration of the acquired entity. Developed and monitored the M&A project plan to ensure that all tasks and compliance requirements were completed by the established legal acquisition deadlines. Supported the

As an IT Portfolio Manager for the Hanesbrands, I executed and managed portfolio-level program delivery initiatives, implementations, risks, governance and result driven impacts by partnering with Product Owners, Agile Coaches and Scrum Masters. Aligned with Value Stream owners to drive performance measurement and management of investment value, outcomes, OKRs and KPIs for assigned value streams. Deployed influence and relationship skills across the organization to align multiple stakeholders and generate enthusiasm and endorsement from leadership teams and cross-functional agile teams supporting the current enterprise-wide digital transformation. Worked across technology senior leadership and business owners globally to address cross value stream impediments and ensure alignment.
Selected Contributions:
• Responsible for ensuring epics and roadmaps across Hanes Brands are accurate, available and reflecting the business priorities and focus across multiple value streams.
• Partnered

The Project/Program Manager role was responsible for driving and developing a scalable solution for an Enterprise Wide initiative to implement a Digital Screens program for the Internal Communications Department, across the client's AMER corporate buildings with a budget of $4M. Collaborate with partner stakeholder teams, (Global Real Estate and Corporate Information Technology Services) to define project requirements, risks, issues and project schedule for Digital Screen installation and deployment. Develop Digital Screen program processes, governance and communication plans.
Selected Contributions:
• Drove the gap analysis and recommendations for the selected Content Management vendor selection, from initial vendor proposal submissions through contract execution.
• Contributed to selected vendor contract review, terms and negotiation with the Procurement process for both the software and hardware choices.
• Management of the project/program's ambiguity from any bottlenecks, by pr

As the Principal Engagement Manager, I had the primary responsibility for the dedicated Client/Consultant Business relationship management for the Truist Bank Strategic Account. I curated and executed the standards and processes for the Client/Consultant Delivery Operations of the program. Partnered with internal Select Group cross functional teams for continuity of operational delivery alignment prior to, during, and upon completion of an engagement. Managed 60+ Professional Consultants across multiple lines of business within the Client's organization. Developed, mentored and coached consultants to ensure the success of the Client's project initiatives. Served as the Management escalation point to address issues/concerns regarding project status and scope changes.
Selected Contributions:
• Managed project SOW funded budgets, including travel and expense reconciliation (SOW Budgets ranged from $100K- $7M)
• Created Client Management Status Reports and Dashboards
• Resolved HR reso

Tasked with being the primary project management leader, my role consisted of directing and supporting Capital Merger and Acquisition (M&A) projects, Corporate Real Estate projects, and Operational IT Infrastructure projects and process improvement. Managed project budgets ranging from $3M to $10M. In this role I produced non-technical analysis of I&O projects, processes, testing and implementation plans. Collaborated with enterprise wide cross-functional departments, for service and support of projects and process initiatives. Delivered business outcomes by leading projects and process reengineering initiatives from end to end, through skilled management of scope, schedule and budgets. I was able to effectively manage systems integrations and operational efficiency improvement efforts by coaching, supporting and mentoring assigned project teams. I was delegated as the main point of contact for the department client relationship management of vendors.
● Selected Contributions:
• Elim

In the IT Project Analyst III position, I supported IT TBM, EDM and M&A C-Level executives, teams and projects. Executed project scheduling management, project budget management, event and logistics planning, SharePoint administration, customer relationship management, invoice and contract processing administration.
● Selected Contributions:
• Developed project and team communications for Town Halls, Executive, PMO Change Control and Quarterly team meetings.
• Negotiated contracts and agreements with external vendors.
• Executed Stakeholder Analysis management by conducting requirements gathering, interviews, and surveys.
• Enhanced department culture and employee morale by optimizing the New Hire Onboarding program, implementing a redesigned workflow process and documented procedures.
• Facilitated coaching and training development sessions for junior administrative staff, resulting in a 20% cost savings reduction in supply procurement, improved administration operations and enh