Complex work,
made clear.
I lead complex enterprise technology programs and PM teams — shaping roadmaps, aligning business and technical stakeholders, and carrying work from discovery and requirements through testing, deployment, change, and measurable outcomes.
Ownership over handoffs.
Programs with a lot riding on them.
These are enterprise programs, not isolated marketing projects. Each requires coordination across business and technical teams, shared requirements, dependencies, testing, launch readiness, change management, and executive visibility.
Program artifacts · strategy → operating model → execution
The operating system behind GTM.
My highest-visibility program: a CEO-invested enterprise RevOps transformation led with an SVP-only stakeholder group. The work spans Marketing, Sales, data, Salesforce, and IT, requiring executive alignment on priorities, systems, attribution, operating processes, and the roadmap needed to make GTM strategy measurable and scalable.
1014: UFB to UDB 2.0
Enterprise mobile-app migration moving UFB Direct customers onto UDB 2.0. I led marketing-side program planning across Product, MarTech, Customer Support, Training, and technical partners, coordinating feature readiness, testing, communications, and phased deployment so a complex customer migration could launch with minimal friction.
870: Managed Portfolios
Enterprise launch requiring coordinated execution across business, Product, Marketing, technology, compliance, and operational teams. I managed the cross-functional planning rhythm, dependencies, launch readiness, and stakeholder alignment needed to move the program from requirements and build activity through testing and deployment.
Project Igloo: navigating a major customer transition.
Enterprise transition program supporting Discover customers affected by the Capital One acquisition, including the transfer of IRA relationships to Axos Bank. I coordinated the in-app experience, landing page, customer communications, operations, business stakeholders, and technical delivery—keeping requirements, timing, dependencies, and customer impact aligned across a high-visibility transition.
Enterprise programs. Measurable impact.
Concurrent enterprise initiatives managed across Marketing, Product, Technology, Compliance, Sales, and Operations, with PM leadership and executive visibility.
Increase in delivery capacity through stronger operating structure and program management.
Years translating ambiguity into plans, decisions, and shipped work.
Formalized models for governance and acquisition lifecycle execution.
Teams aligned across highly interdependent enterprise work.
Built for programs that cross business and technology.
Program Strategy & Roadmaps
Developing executable program strategies, roadmaps, plans, priorities, and governance that connect business goals to delivery.
People & Cross-Functional Leadership
Leading and coaching PMs while aligning business leaders, Product, IT, Marketing, Compliance, vendors, and external partners around one delivery rhythm.
Discovery → Deployment
Overseeing planning, discovery, requirements, system design, testing, launch readiness, deployment, and the operational handoffs in between.
Agile Delivery & ALM
Certified Scrum Master with hands-on experience facilitating Agile delivery and managing work through Jira, ADO, and enterprise workflows.
Change, Risk & Delivery Management
Managing risks, resources, vendors, budgets, dependencies, and change plans while keeping delivery aligned to scope, timing, and business priorities.
Executive Governance & Outcomes
Turning program detail into clear progress, risk, tradeoff, and benefits signals through governance rhythms, dashboards, and executive reporting.
I care about the plan.
I care more about the people running it.
Dashboards and roadmaps matter, but the part of this job I take the most pride in is leading PMs and cross-functional teams in a way that makes it safe to flag problems early. A good program manager isn’t just the person tracking the plan — they’re the person people come to when the plan breaks.
I’d rather hear the bad news on day one than the good news too late.
I like clarity without bureaucracy: make ownership visible, coach teams with context rather than handoffs, surface risks early, and create an environment where people can raise problems before they become launch problems. I’m most useful where business goals and technical delivery need someone who can translate between both and keep execution moving.
Complex program? Bring me in.
Enterprise program strategy, people leadership, Agile delivery, requirements, change management, and executive communication—from roadmap through launch.