Contracted to drive transformational initiatives for public and private sector clients. Client initiatives span Futures & Foresight planning, cybersecurity fortification, and human capital data/operational transformation.
• AIR FORCE RESEARCH LABORATORY (AFRL): Digital Capabilities Directorate - Brought in to provide leadership of the workforce transformation in support of AFRL's Digital Transformation. Products included Learning Maps (for topics such as AI/ML), Digital Upskilling Incentive Models, Skill Development Challenges (for tools such as PowerBI)
• AFRL: Human Capital (HC) Data Feasibility – Led the team in the assessment of AFRL's HC data needs required to support current and future reporting and decisioning. Performed external research including interviews of HC Data leadership at other comparable organizations, such as NASA. Performed a 6-week sprint to determine existing HC data needs at AFRL, the obstacles to satisfying those needs and a plan to address. Identified and p

Brought-in to transform BNYMellon's Enterprise-wide Operational Resiliency processes, functions, and mindset. Resiliency scope included Business Continuity, Disaster Recovery, and Incident & Crisis Management. Established the new Resiliency organization and the Resiliency Operation department.
• Established the governance and oversight of large consulting program, already underway. Successfully course-corrected the program without interfering with the very aggressive deadlines.
• Defined the new organization structure, roles and responsibilities, including dotted-line roles and the separation of 1st and 2nd line functions. Extensive hiring was required.
• Created and executed the metrics and reporting (KPIs) used to determine the company's progress toward achieving resiliency goals.
• Developed the communications campaign required to educate all employees on Resiliency and the Firm's strategy. Created the presentations and collateral for communicating with clients. Provided resilie

Led a team of seasoned Program Managers, and Business Analysts in a matrixed, global/remote organization structure. Managed a portfolio of the firm's most strategic (and big budget) initiatives, serving as change agents. Established the firm's Best Practices in Program/Project Management. Oversaw the portfolio management, budget planning/management, work planning/execution, risks/issues and program communications (including CxO-level updates; advising them on issues and alternative solutions). Managed thru leadership/influence/building relationships, collaboration, facilitation, communication, and financial/budget management.
• Brought-in to turnaround, realign strategy, and execute a large technology ($100M+), multi-year, client-facing, strategic program already in progress, without disrupting the work in progress. Work resulted in the transformation of the fund accounting platform architecture, application, and operational functions.
• On a large client/outsourcing deal, led the pl

Recruited to provide senior-level support to a key NY account. Worked directly for the SVP, CIO of McGraw-Hill's Information and Media division, defining a new organizational model and value proposition for the Technology organization, developing the governance structure to support the new model, and driving the transition to the new model for institutionalizing it.

Recruited to help establish and grow the NY office. Managed the delivery, business development (wrote proposals and statement of works, responded to RFPs), account management, recruiting, and internal operations (staff development/performance review process, information-sharing, etc). A summary of client engagements is below.
• Led the merger integration of a $1B+ wine and spirits distribution business serving the NYC area. Planned the execution and Day 1 support. Led the Executive merger-related meetings, integrating the business operations of Customer Relations, Purchasing, Warehouse Operations, Finance, HR and IT, including policy/procedure rationalization, staff training/transition, payroll conversion, and physical staff office relocation to central combined offices. The plan also covered the move to a common IT platform (email, accounting, and warehouse management systems) across the entire organization, including Sales. Acted as the chief of staff to the Executive Committee sett