Projects
AllState - Product Manager
Scaling Kubernetes Infrastructure
Company: Allstate
Role: Product Manager
Project: Kubernetes & Rancher Cloud Infrastructure
Project Objectives:
- Build and deploy a Kubernetes cloud infrastructure and its on-premise counterpart, Rancher, to modernize the organization’s technological capabilities.
- Streamline onboarding, monitoring, and support processes to ensure scalability and operational efficiency.
Project Description: At Allstate, I led a large-scale infrastructure modernization initiative focused on deploying Kubernetes and Rancher platforms. The project included the development of 49 clusters, 29 of which were in production. My responsibilities included technical oversight, stakeholder communication, and driving alignment across diverse teams.
I delivered weekly updates to senior leadership and technical teams to ensure alignment, flag potential bottlenecks, and maintain project momentum. I also developed a standardized operational framework that included:
- Monitoring via DataDog
- Documentation through Confluence playbooks
- Streamlined support processes to reduce incident impact
By leveraging previous Docker expertise, I guided the transition toward Kubernetes and ensured buy-in across engineering functions. This approach helped reduce onboarding friction and increased confidence in the new platform.
Project Wins:
- Delivered a scalable Kubernetes platform on track for full deployment by end-of-year.
- Improved operational efficiency through standardized monitoring, documentation, and automation.
- Strengthened alignment between leadership and technical teams through consistent updates.
- Applied Docker best practices to accelerate Kubernetes adoption.
Lessons Learned:
- Communication is foundational: Weekly updates keep stakeholders engaged and avoid misalignment.
- Tech transitions require structure: Clear training and documentation ease adoption.
- Operational readiness is everything: Scalable systems reduce incident risk and promote uptime.
- Adaptability is essential: Large, multi-cluster environments demand flexibility in leadership and execution.
Strategic Value: This project showcased my ability to lead complex cloud infrastructure programs while aligning strategy, operations, and technology. I built scalable systems, enabled a smoother transition to Kubernetes, and helped prepare Allstate for the demands of modern DevOps and infrastructure scalability.
Fiserv - Director of Program Management
Driving Cloud Banking Implementations
Company: Fiserv
Role: Director of Program Management
Project: Cloud-Hosted Banking Implementation
Project Objectives:
- Ensure successful implementation cloud-hosted applications within set timelines.
- Address client delays and improve on-time delivery through enhanced project management and communication strategies.
Project Description: In my role as Director of Program Management at Fiserv, I led the implementation of over cloud-hosted banking applications, each averaging a 12-month timeline. These large-scale implementations faced challenges from client-side delays, technical integration issues, and alignment across cross-functional teams.
To drive delivery and accountability, I introduced penalty-enforced contracts, incentivizing timely execution and aligning expectations. On the technical side, I led the adoption of Docker and Apigee for streamlined, API-driven integration—enhancing compatibility across both AWS and Azure environments.
Communication was key. I implemented bi-weekly escalation calls with both internal and client stakeholders to proactively resolve blockers, increase transparency, and prioritize tasks. This structure significantly reduced last-minute escalations and improved project velocity.
Project Wins:
- Delivered multiple complex implementations on time, restoring client confidence and satisfaction.
- Strengthened stakeholder relationships through consistent, structured communication.
- Successfully enabled multi-cloud compatibility with AWS and Azure.
- Became a trusted advisor to sales and technical teams during critical client engagements.
Lessons Learned:
- Contractual leverage drives accountability: Penalty clauses are effective when paired with clearly defined scope and accountability.
- Proactive communication reduces chaos: Regular stakeholder engagement fosters transparency and trust.
- Tech adoption requires alignment: New technologies only succeed with both technical validation and team buy-in.
- Hands-on leadership matters: Personal engagement in project issues enhances control, morale, and outcome.
Strategic Value: This project solidified my reputation as a leader who brings clarity, accountability, and results to complex cloud-based transformations. I not only delivered on execution but also improved stakeholder trust and organizational readiness for future high-scale banking implementations.
Fiserv - Sales Operations Manager
Transforming Sales Operations & Launching Payment Hub
Company: Fiserv
Role: Sales Operations Manager
Project: Sales Process Modernization & Product Launch
Project Objectives:
- Streamline pricing and sales processes to improve operational efficiency and revenue generation.
- Develop and launch the Payment Hub to address evolving industry demands.
Project Description: In my role as Sales Operations Manager at Fiserv, I led initiatives to modernize pricing, contract creation, and product rollout strategies. One key achievement was standardizing sales workflows using structured term sheets and contract templates—cutting negotiation and review time significantly.
I partnered closely with legal to improve pre-negotiation readiness and reduce deal friction, bringing contract completeness to 85% before formal negotiations. On the sales front, I exceeded quotas through strategic upselling and cross-selling, grounded in client need discovery.
Additionally, I spearheaded the launch of Payment Hub, a strategic initiative integrating Fedwire, SWIFT, ACH, and Instant Payments. This innovation led to the closure of 8 major deals by Year 3, meeting client demand for a unified, real-time payment platform.
Project Wins:
- Improved operational efficiency by 45% and reduced contract review time by 30%.
- Exceeded sales quotas in 3 of 4 years, achieving 75% over target in Year 3.
- Launched Payment Hub, securing significant revenue growth and industry traction.
- Accelerated deal closures by modernizing pricing and contract workflows.
Lessons Learned:
- Standardization unlocks speed: Templates and term sheets streamline the entire sales lifecycle.
- Client focus drives revenue: Understanding customer needs leads to better solutions and stronger relationships.
- Legal collaboration accelerates closure: Involving legal early reduces friction and shortens time to signature.
- Product launches require full-team coordination: From sales to legal to tech—alignment and planning drive success.
Strategic Value: This initiative highlighted my ability to bridge sales and operations, launch new products, and increase efficiency at scale. It reinforced my strengths in relationship-building, sales strategy, and enterprise execution—all grounded in structured processes and cross-functional leadership.
Fiserv - Senior Consulting Project Manager
Optimizing Mainframe Systems & Infrastructure at Fiserv
Company: Fiserv
Role: Program Leader, Mainframe & Systems Alignment
Project: Data Center Optimization & Cost Reduction
Project Objectives:
- Optimize data center operations to reduce costs and improve resource utilization.
- Streamline implementation processes to enhance efficiency and profitability.
Project Description: At Fiserv, I led a critical infrastructure initiative focused on optimizing mainframe operations and streamlining data center workflows. I spearheaded efforts to reduce expenses by decommissioning outdated servers and realigning resource usage, resulting in $3M in annual savings.
Through detailed planning and process improvements, I accelerated project implementation timelines by 45 days, enhancing both efficiency and client satisfaction. Additionally, I identified and addressed inefficiencies in mainframe utilization, avoiding potential 200% annual cost increases. I also led standardization of firewall implementation processes, cutting planning time by 60 days.
Project Wins:
- Reduced data center expenses by $3M annually through server decommissioning and optimization.
- Increased platform capacity by 75% while reducing annual expenses by 10%.
- Avoided significant projected costs through early mainframe analysis and system tuning.
- Enhanced project delivery timelines and throughput via streamlined firewall workflows.
Lessons Learned:
- Audits uncover opportunities: Regular system reviews reveal hidden inefficiencies and savings.
- Timelines matter: Meeting deadlines increases profitability and builds client trust.
- Process standardization ensures continuity: Defined workflows reduce errors and smooth transitions.
- Align cost with usage: Budgeting must reflect actual utilization to maintain financial control.
Strategic Value: This project demonstrated my ability to lead complex system optimization efforts that yield measurable business results. It reinforced my strengths in infrastructure strategy, cost management, and process engineering—all while aligning business priorities with IT execution.
J-Neely - Business Process Architect
J-Neely Cost Optimization & Platform Consolidation
Company: J-Neely Consulting
Role: Consultant
Project: Cost Optimization & Platform Alignment
Project Objectives:
- Consolidate four disparate platforms into a unified system to streamline sales and service processes.
- Align sales and service teams on a single platform to improve collaboration and operational efficiency.
- Deliver measurable cost savings for the business owner by reducing redundancies and optimizing technology use, enabling reinvestment into growth initiatives.
Project Description: As a consultant under J-Neely, I led a cost optimization initiative for a client looking to streamline operations and reduce expenses. I began by analyzing existing processes across four separate platforms, identifying redundancies and areas for integration.
I designed and implemented a unified platform that aligned sales and service operations, improved data flow, and enhanced team collaboration. I conducted stakeholder workshops to gather requirements and validate functionality, then created and delivered a robust training program to support smooth adoption.
The result was a 32% monthly cost reduction, equating to $54,432 in annual savings and nearly $700,000 in total lifecycle savings. These savings enabled the client to reinvest in growth, directly contributing to the acquisition of a large client and boosting long-term profitability.
Project Wins:
- Consolidated four platforms into one, significantly reducing operational complexity.
- Achieved a 32% monthly cost savings, totaling $54,432 annually and close to $700,000 in lifecycle savings.
- Enhanced productivity and customer satisfaction by unifying workflows.
- Enabled large client acquisition through reinvestment of savings into strategic initiatives.
Lessons Learned:
- Redundancy hides in plain sight: Careful process mapping reveals major cost-saving opportunities.
- Align tech with business goals: Solutions should support both operational needs and long-term strategy.
- Stakeholder alignment is critical: Engagement from start to finish drives adoption and satisfaction.
- Reinvesting savings creates momentum: Using gains strategically fuels growth and competitive edge.
Strategic Value: This project reflected my ability to combine systems thinking, financial discipline, and user experience to drive transformation. By delivering clear ROI and aligning technology with business goals, I helped position the client for both immediate savings and long-term success.
Teklinks - Vice President of Operations
Resolving Audit Discrepancies & Optimizing Licensing
Company: TekLinks
Role: Project Lead
Project: Microsoft Licensing Audit Resolution
Project Objectives:
- Resolve a $3 million discrepancy identified during an audit of Microsoft licensing, ensuring accurate financial reporting and compliance.
- Optimize licensing processes and controls to prevent future discrepancies and improve operational efficiency.
- Strengthen collaboration between Deloitte auditors, internal teams, and licensing stakeholders to align goals and solutions.
Project Description: During an external audit led by Deloitte Consulting, a $3 million discrepancy in Microsoft licensing records was uncovered, posing both compliance and financial risks. I was brought in to lead the resolution initiative.
I began with a detailed root cause analysis, which revealed double-entry errors as the core issue. I partnered with Deloitte, internal finance, and IT teams to conduct a full data reconciliation, aligning licensing and financial records using advanced analysis tools and eliminating redundancies.
To avoid future issues, I developed a new process optimization framework that included automated reconciliation tools, enhanced reporting protocols, and stricter review checkpoints. I provided regular progress updates to stakeholders and leadership, ensuring transparency and alignment at each stage.
Project Wins:
- Resolved the $3 million discrepancy, restoring financial accuracy and compliance.
- Strengthened stakeholder confidence and rebuilt trust with Microsoft, Deloitte, and internal leadership.
- Implemented automated reconciliation and monitoring tools that reduced error risk.
- Created a scalable, repeatable framework for ongoing licensing audits and contract oversight.
Lessons Learned:
- Detailed reviews are essential: Licensing audits demand a meticulous, data-driven approach.
- Automation prevents human error: Technology can drastically reduce risks like duplicate entries.
- Cross-functional alignment matters: Success required tight coordination between finance, IT, and external auditors.
- Proactive monitoring prevents issues: Long-term audit readiness comes from sustainable systems, not one-time fixes.
Strategic Value: This project demonstrated my ability to lead high-stakes audit recovery efforts while improving long-term operational processes. It reinforced my reputation for precision, cross-functional leadership, and building scalable systems that ensure compliance and efficiency.
Sungard - Vice President of Customer Service
Improving Client Value & Retention
Company: SunGard
Role: Client Success Leader
Project: Client Platform Value Enablement
Project Objectives:
- Maximize the utilization of clients’ existing SunGard installations to ensure they achieve full value from the platform.
- Enhance customer satisfaction by addressing gaps in platform usage and tailoring solutions to meet client needs.
- Drive customer retention by improving the alignment of platform capabilities with business objectives.
Project Description: I conducted a comprehensive utilization gap analysis to identify underused features across SunGard installations. Collaborating directly with clients, I captured key business goals and operational pain points to create targeted enablement strategies.
I developed customized enablement plans that included tailored training sessions, feature-specific workshops, and step-by-step user guides to improve adoption and maximize value realization. A regular feedback loop through client check-ins ensured strategies were refined and results continuously measured.
Project Wins:
- Increased ROI for clients by helping them fully utilize the SunGard platform.
- Improved customer satisfaction through high-touch engagement and tailored enablement.
- Boosted retention by aligning platform use with business needs.
- Built a scalable model for identifying and resolving underutilization across client accounts.
Lessons Learned:
- Engagement drives value: Close collaboration ensures the solution fits client-specific needs.
- Education is empowerment: Focused training equips clients to realize full platform value.
- Retention follows results: Demonstrated value strengthens trust and loyalty.
- Feedback fuels success: Ongoing communication enables continuous improvement.
Strategic Value: This initiative underscored the power of proactive client success strategies. By aligning product capabilities with customer needs and delivering measurable value, I strengthened relationships, reduced churn, and enhanced the organization’s long-term customer retention framework.