Selected programs I've led: the problem, my approach, and the measurable result.
Problem: A legacy SQL database served 700+ users across North America, but couldn't support modern analytics at scale.
Approach: Drove the Waterfall migration of 700+ users to Databricks Lakehouse and Power BI, querying and validating data directly in SQL and Databricks myself to troubleshoot issues and ask the right technical questions between business and engineering.
✦ 95% adoption across North America
Problem: Wholesale distribution capability had to be established in SAP in time for the 2026 World Cup, a deadline that doesn't move.
Approach: Led the cross-functional enablement project across tech and business teams, managing readiness for wholesale partners against a fixed global event date.
✦ On-time readiness supporting 2026 World Cup net sales
Problem: Employee workplace services were split across ServiceNow/Aspen and CBRE's facilities management systems with no central experience.
Approach: Lead the two-vendor integration, owning the project plan, RACI, and timeline, and running delivery through Scrum.
✦ A centralized workplace experience for employees
Problem: A third-party logistics SAP integration had to go live with zero operational disruption.
Approach: Developed the test plan strategy and coordinated 20+ teams through UAT, tracking defects to closure before go-live.
✦ 99% defect closure rate, zero disruptions at go-live
Problem: A local manufacturing application ran on 30-year-old technology facing a $2M reinvestment decision.
Approach: Led a team of 10+ engineers through end-to-end development and launch of the replacement application.
✦ $2M reinvestment in outdated technology avoided
Problem: The company-wide telecom contract was up for renewal at significant cost.
Approach: Ran the telecom RFP as a structured project, coordinating a three-vendor evaluation and reporting status to executives up to the North America President.
✦ $1.5M in cost savings secured
Problem: Manual processes across 70+ systems were consuming thousands of labor hours a year.
Approach: Acted as RPA business analyst: documented processes in PDDs, designed workflows, and managed build-to-deployment with the RPA team.
✦ 19,000 labor hours and $950K in business value saved