Portfolio strategy & investment
Demand intake · Cost of Delay · quantitative capacity allocation · investment prioritization · data analytics · governance
Portfolio evidence · programs · operations
The workbehind the results.
Selected portfolio, program, cloud, and supply-chain work, with the decisions and outcomes behind the headline numbers.
Selected impact
Open a result for contextEnterprise portfolio
Investment, priorities, capacity
$200Mestimated annual IT portfolio within investment-prioritization scopeMore context
Led investment prioritization using Cost of Delay, capacity-allocation methods, and executive reviews across 50+ initiatives and 13 business and technology segments. Portfolio scope spans 800+ product managers, developers, and engineers. The total of 13 includes one technology segment, with three sub-segments covering technical debt, technology enablement, platform sustainment, and AI Factory.
2 weeksfrom ideation to implementation readiness, down from three monthsMore context
Standardized intake criteria, scope decisions, tooling, and reporting. Readiness covers requirements gathering, agreed scope, and a development plan; implementation follows.
10%developer capacity recaptured each quarterly planning cycleMore context
Partnered with Engineering, Product, and business stakeholders to revise the SAFe delivery model. Restructured innovation and planning iterations to support continuous development while preserving engineering planning context.
Cloud & technology
Programs, platforms, reliability
$300M+increased revenue enabled by a cloud trials programMore context
Built the operating model for executive-sponsored IaaS, PaaS, and SaaS trials. The $300M+ reflects annual and multiyear revenue contributions.
70%fewer Order Interface incidents on a critical cloud platformMore context
Led platform improvements and delivery of more than 20 capabilities, reducing Order Interface incidents by 70%.
Global supply chain
Logistics, cost, service
$20M+annual savings from a global logistics network redesignMore context
Led a multi-partner transition across manufacturing, 3PLs, warehousing, and transportation, delivering more than $20M in annual savings. Read the case study.
$6.2Madditional transportation savings generated in 2009More context
Introduced alternative transportation modes that generated another $6.2M in savings in 2009, beyond the core network redesign.
33%improvement in delivery accuracy and predictabilityMore context
Improved hardware shipment on-time delivery accuracy and predictability by 33% through changes to lanes, zones, processes, and carrier models.
Leadership scope
Portfolio judgment grounded in operations.
Enterprise portfolio and program leadership is the focus, backed by experience in cloud platforms and global supply chain.
PMO & enterprise programs
Program governance · RACI and decision rights · cross-functional delivery · M&A integration · new-product introduction · operational readiness
Technical programs & cloud operations
Cloud and subscription platforms · software development · production reliability · provisioning and billing · service monitoring · engineering capacity
Applied AI & decision support
Independently built AI tools and co-developed Command Center to improve reporting and execution insight. Led requirements, fine-tuning, and final sign-off as lead consultant.
People leadership: Led a 30+ person global Oracle Cloud platform organization. At Hitachi GST, managed 16+ direct staff and directed the work of 50+ contractors through third-party logistics providers, which retained HR and people-management responsibility. At Oracle, my portfolio leadership has spanned 800+ product managers, developers, and engineers through governance and cross-functional collaboration.
Selected transformations
From concept through implementation.
Made investment and capacity tradeoffs visible.
Built the intake cadence, decision rights, Cost of Delay rubric, and capacity-allocation methods across 13 business and technology segments and more than 50 initiatives. Reduced ideation-to-implementation readiness from three months to two weeks by organizing requirements gathering, scope agreement, and development planning.
98%+ traceability · 150+ hours saved each planning cycle
Turned acquisition change into executable milestones.
Led cross-functional project managers through scope, requirements, testing, acceptance, go-live readiness, and executive governance.
24+ acquisitions supported
Stabilized a business-critical cloud platform.
Unified engineering, program management, support, and operations while shifting toward service ownership and independently deployable microservices.
91% improvement in security vulnerability remediation · 70% fewer Order Interface incidents
Built the operating model behind a revenue engine.
Connected Sales, Deal Management, Product Development, Provisioning, Finance, and Operations around executive-sponsored IaaS, PaaS, and SaaS trials.
Trial demand scaled from 7 to 167+ monthly requests
Redesigned a global logistics network.
Led the shift from a single logistics supplier to a multi-partner network across manufacturing, 3PLs, warehousing, and transportation, then added alternative modes.
Multi-partner network transition, followed by additional savings through alternative transportation modes
Built Hi-Tack for global shipment visibility.
Conceived and named Hi-Tack, then drove the in-house tool from requirements through deployment. Business users could track shipment milestones and status from dispatch through delivery.
A key enabler of the move to a multi-supplier logistics strategy
Put near real-time inventory visibility in the hands of global hubs.
Led a rollout across remote logistics centers, replacing email-based processing with handheld receipts, shipment updates, and on-hand inventory reporting.
50+ hubs connected while reducing manual work and operating cost
Career arc
Built from the operation outward.
Enterprise portfolio strategy is my current focus, built on years of program, cloud technology, and global operations leadership.
Architect, Product & Portfolio ManagementOracle
Established portfolio standards and quantitative methods for investment decisions and matrixed engineering capacity.
Senior Director, Software Development, Platform ServicesOracle Cloud Infrastructure
Led platform modernization and global engineering, technical program, and operations teams for Subscription Management.
Senior Director, Cloud Solutions, Production Engineering and OperationsOracle
Directed production operations behind subscription provisioning, billing, revenue, and financial close.
Director, PMO, M&A & Cloud ProgramsOracle
Built operating processes for acquisitions, new-product introduction, and executive-sponsored cloud growth.
Global Supply Chain & Logistics LeadershipIBM · Hitachi GST · Pacific Biosciences · Oracle
Progressed from analyst to global process owner across supply commitments, logistics networks, distribution, trade, and returns.
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