May 2019 – Apr 2021 · 1 yr 11 mos

• Commerce engineering capabilities (1PP): consumer purchase/transact; modernizing core platforms, order management and subscription lifecycle management, partner network and B2B transacting, UX/UI portal properties supporting our partner landscape

Aug 2017 – May 2019 · 1 yr 9 mos

• Responsible for SAP programs across all lines of business at Microsoft. This includes: Finance, Supply Chain, HR, Professional Services, Master Data, ERP Central Processes, Commerce Order-to-Cash. Focusing on business transformation by utilizing SAP capabilities where possible.
• My goal is to:
• 1. optimize production run costs to achieve YoY deflation
• 2. increase business and employee productivity
• 3. accelerate go-to-market Microsoft-product launches
• 4. ensure financial compliance across all revenue-relevant events
• 5. streamline end-to-end processes for the company.
• I lead a team of 40+ Redmond Engineering PM professionals along with 700+ suppliers and am responsible for a $165M portfolio.

Jun 2016 – Jul 2017 · 1 yr 1 mo

• Mission - Driving a simplified tech stack across our Microsoft commerce landscape by utilizing SAP capabilities where appropriate.
• Directing the technical strategy and leading the team responsible for the SAP landscape covering multiple lines of business: which include OEM, Volume licensing, High-volume online sales (consumer & commercial). Additionally, I am responsible for the adjacent financial functions that are coupled closely with commerce Order-to-Cash functions: these include inter-company transfers that comply with global tax policies and reduce exposure for the corporation as well as landing our new hitech policies for revenue recognition.
• My team includes 30+ employees and 200+ strategic suppliers. Our commerce SAP portfolio includes over $54M across investment/grow efforts to enhance and build out new capabilities to support these business lines along with 'run' operations that keep the production environment health.
• Current focus is on cultural and service transformation at Microsoft. I am pushing the following 3 pillars in the work we do: AGILE operations, DevOps, and SAP product management (this includes making SAP practices a showcase in the industry using Microsoft technologies - SQL, Application Insights/.NET & Azure).

Mar 2016 – May 2016 · 2 mos

• Driving IT transformation across the sourcing and materials supply chain divisions.
• Combining data analytics with big data technologies to master legacy systems.
• Strategizing our shift from legacy components to become ERP-ready.
• Identifying synergies across the sourcing and materials' digital footprint.
• Enhancing our position with the supply base and building our supply chain web presence.

Jun 2013 – Mar 2016 · 2 yrs 9 mos

• Responsible for a global team that manages the IT applications and IT support for the Aviation Sourcing Division. Focused on driving IT strategies and continual process improvement across the group while responding and resolving IT issues quickly. Strategic focuses include enhancing and evolving the Aviation supplier collaboration experience, streamlining and standardizing the direct and indirect procurement processes, and reinvigorating sourcing analytics.

May 2011 – Jun 2013 · 2 yrs 1 mo

• Responsible for the IT systems in the test process space for Aviation, Energy and Transportation. Leads a global team that delivers new application development projects and executes IT operational activities on the IT tools that support the business processes for engine, locomotive and gas turbine engineering tests.

May 2009 – May 2011 · 2 yrs

• Facilitates and participates in lean action workouts, mentors and guides colleagues on how to use six sigma to implement process improvements, focuses on cost out in engineering IT overhead functions, and manages the organization's productivity portfolio, QMIs and digital cockpits.

Aug 2006 – May 2009 · 2 yrs 9 mos

• Worked to simplify and consolidate our engineering software PO agreements, contracts and license pools. Focused primarily on portfolio simplifcation and overhead cost out. Managed over $25MM in software renewals and saved the company millions in both software cost savings, avoidance and productivity benefits over the three year period.

Jul 2004 – Aug 2006 · 2 yrs 1 mo

• Leadership development program that consists of four, 6-month assignments that require you to support different functions of business (supply chain IT, services IT, customer service & product support IT, CTO office) while placing an emphasis on technology, project management, technical expertise, organizational leadership.