Delivery & Program Leadership
25+ years directing large-scale, multi-team, multi-vendor programs across enterprise environments — building the governance, cadence, risk visibility, and stakeholder alignment that turn ambitious roadmaps into delivered results.
My philosophy
The programs that struggle almost never fail on execution alone — they fail on the governance, risk visibility, and stakeholder alignment that should have been set months earlier.
Across 25+ years leading multi-team and multi-vendor programs — from enterprise mobile launches to legacy system modernizations — I've learned that scale multiplies whatever is already true about a program's foundations. Strong governance and clear decision rights scale into faster delivery. Ambiguity scales into risk.
My role is to build that foundation early: RAID logs that surface risk before it becomes a crisis, SOWs and SLAs that hold vendors and teams accountable, and reporting that gives executives the signal they need to make timely calls — not a status update dressed up as one.
Core beliefs
What I lead
Directing complex programs spanning multiple teams, vendors, and workstreams — aligning cadence, dependencies, and communication across every layer of delivery.
Structuring portfolio-level decision-making — investment prioritization, capacity allocation, and OKR alignment tied directly to strategic outcomes.
Maintaining disciplined RAID logs and dependency maps across programs — surfacing risk early and keeping cross-team blockers visible to the people who can resolve them.
Building trust and clarity with executive sponsors and cross-functional stakeholders — translating delivery complexity into decisions leaders can act on with confidence.
Reviewing and negotiating SOWs and SLAs, managing vendor relationships and purchase orders, and holding external partners to the same delivery standard as internal teams.
Leading modernization programs on aging platforms — pairing structured delivery discipline with AI-assisted development practices to accelerate transformation without losing control.
Delivery disciplines
PMI-certified across project risk, integration, and delivery management. Experienced directing multi-team Agile Release Trains and enterprise portfolios from mobilization through steady-state delivery.
Structured risk, assumption, issue, and dependency management embedded into program cadence — so risk is a standing agenda item, not an afterthought.
Designing KPI and OKR frameworks and executive-ready reporting that connect delivery activity to business outcomes — built for decisions, not just visibility.
Reviewing and updating Statements of Work and Service Level Agreements, managing resource plans and purchase orders, and holding vendor relationships to defined delivery standards.
Facilitating requirements sessions, planning events, and executive workshops across business, technology, and vendor stakeholders — translating competing priorities into a shared plan.
Managing the governance changes, team restructuring, and stakeholder adoption required to move enterprise programs from Waterfall to Agile delivery models — without losing delivery continuity.
Delivery impact
Agile Release Train
Established and matured a SAFe Agile Release Train of 11 teams for a global logistics organization — incorporating metrics-driven delivery, stakeholder communication, and KPI tracking.
Revenue in 2 weeks
Directed release planning and Agile activities for a mobile commerce launch to 400,000+ retail users — 25,000+ downloads and 700+ five-star reviews within two weeks of go-live.
Feedback loop
Directed implementation of a ServiceNow-based feedback and SLA tracking system, cutting customer feedback response time from weeks to 48 hours.
Enterprise alignment
Directed a program aligning 75+ web applications across languages and standards — managing SOWs, purchase orders, and vendor relationships for translation services enterprise-wide.
AI-assisted modernization
Serving as AI Agile Delivery Lead on a state government legacy system modernization program — driving executive reporting, process improvement, and AI-assisted development practices.
Program leadership
Directing programs across healthcare, financial services, retail, logistics, utilities, and the public sector — from requirements through go-live and beyond.
How I engage
Stand up governance, roles, RAID logs, and reporting cadence before delivery begins — so the program has a foundation, not just a start date.
Run the standing rhythm of risk review, dependency tracking, and stakeholder communication that keeps a large program visible and controllable.
Coordinate teams, vendors, and workstreams through execution — resolving blockers, managing scope, and keeping delivery aligned to the committed plan.
Transfer capability, governance discipline, and reporting practices to the organization so outcomes hold after the program formally closes.
Usually respond within 1 business day