Program and Change Management Leader · Finance Transformation

I build the program infrastructure before the roadmap exists.

For 15+ years, I have walked into organizations with no shared operating model and no program governance, and built what executive sponsors need to lead with clarity: governance structures, decision forums, and portfolio health reporting, all with zero direct reports. I structure ambiguous finance transformation priorities into executable programs before anyone else has defined them, then personally drive execution to measurable business outcomes.

Director, Finance Program and Change Management · United States · U.S. Citizen

As a program and change management leader I lead complex, cross functional finance transformation initiatives, partnering directly with finance leaders, business analysts, and executive sponsors to define governance, sequencing, and success measures. I lead entirely through influence, with no formal authority over the teams involved, and I personally drive execution rigor with minimal process. 15+ years enterprise program leadership, including direct SAP S/4HANA and FICO finance systems work. 100% on time milestones. 60% overhead reduction through AI enabled operations.

⚡ I built programhealthpulse.com, my AI program ops tool

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What I Bring

The finance program and change management leader who builds governance before anyone asks for one

15+ years enterprise program leadership, including direct SAP S/4HANA and FICO finance systems work at Adecco Modis and hands on delivery inside an academic medical center at Weill Cornell. 100% on time milestone performance. 60% overhead reduction through AI enabled operations. I build the decision forums, governance structures, and portfolio health reporting that let executive sponsors see what is on track, what is at risk, and what decision is needed next, structuring ambiguous finance transformation priorities into executable programs before the roadmap exists, and personally driving execution across complex, multi team initiatives with zero direct reports.

Direct finance and ERP systems experience, named outcomes

My strongest work is tied to named programs with visible business outcomes: SAP S/4HANA and FICO finance systems program delivery at Adecco Modis, the Operational Analytics Pipeline at Weill Cornell Medical College, an academic medical center, and the Delivery Operating System at Tech Mahindra. Full ownership of outcomes, even when ambiguity or cross functional friction made the path unclear, delivered with no formal authority over any of the teams involved.

Executive sponsor partnership and program governance

I build the single source of truth executive sponsors use to make decisions: governance structures and decision forums built from scratch at Weill Cornell, cross org dependency maps and milestone tracking across 60+ stakeholders and 6 functional teams. I engage on tradeoffs around resourcing, sequencing, budget, and risk, then translate them into the executive ready reporting a sponsor can act on without editing.

⚡ Working AI Tool, Built on My Own Time

I built programhealthpulse.com because I needed it.

For years I pulled raw status data every week and hand wrote executive narratives. So I built the tool I wished existed. It generates the narrative, surfaces dependency risks before they escalate, and cuts manual reporting overhead by 60%. Live, working, and built end to end. I treat every pilot as an experiment to learn from, measuring outcomes and iterating before expanding adoption.

13 questions 7 maturity dimensions assessed

~3 hrs/week Saved per program manager

60% Reduction in reporting overhead

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Program Delivery Framework

How I govern enterprise strategic initiatives from ambiguity to outcome

The delivery model I apply across every engagement. Built to surface risk early, stay lightweight where speed matters, and give executive sponsors a single source of truth on program health at every stage.

Stage 1

Scope and Stakeholder Mapping

Executive sponsors and functional leaders identified. Dependency map confirmed with named owners. Scope locked against the business problem the initiative needs to solve.

Stage 2

Governance and Success Measures

Decision forums established with executive sponsors. Success measures and accountability defined before work begins. Sequencing locked against real dependencies, not assumed ones.

Stage 3

Integrated Planning and Risk Surfacing

Cross team dependencies tracked continuously. Risk surfaced with mitigation options, not just flagged. Tradeoffs communicated before they become executive surprises.

Stage 4

Go / No-Go Decision

Readiness review with all decision owners. Rollback strategy validated. Open risks accepted and documented. Lightweight by default, full governance only where the moment calls for it.

Stage 5

Execution and Executive Visibility

Structured execution against the integrated plan. Executive status communicated continuously, not just at milestones. Adapting the plan as priorities evolve, without losing the thread.

Stage 6

Retrospective and Practice Improvement

Lessons learned documented within 48 hours. Root causes of any issues logged. Improvements encoded into how the broader program management practice runs, not just this initiative.

15+ years enterprise program leadership

100% on-time milestone delivery

35% reduction in recurring production incidents

60% reporting overhead reduction through AI tooling

Selected Experience

Programs I have owned end-to-end

Each role answers the same questions: what business problem existed, why the org needed this work, what scale and impact were involved, and what changed because of it. The pattern is consistent: walked into fragmented, ungoverned delivery environments, brought clarity through lightweight structure and pragmatic judgment with no formal authority, and left a function that ran without me.

Senior Program Manager, Data Programs

Weill Cornell Medical College

Apr 2024 – Present

Weill Cornell Medical College, an academic medical center, was operating without a unified delivery function. Fragmented clinical, scheduling, and student administration source systems created inconsistent reporting, manual data workflows, and limited visibility for leadership. The org lacked confidence in the data powering clinical, academic, and research decisions. The Operational Analytics Pipeline program was created to unify 12+ integrated source systems into one trusted analytics layer serving 60+ stakeholders and 500+ downstream users across 6 functional teams.

Drove end to end delivery of 30+ production data pipeline releases supporting business critical reporting across academic, clinical, and administrative functions, spanning the full data lifecycle from ingestion through transformation, orchestration, and client delivery, with zero Sev 1 or Sev 2 incidents and 99.9% data availability
Owned cross org program plans and platform lifecycle coordination spanning 60+ stakeholders across 6 functional teams with no direct reports, keeping concurrent initiatives aligned across 12+ upstream systems as requirements evolved through influence alone
Defined the operating model for a nascent Data PM function from scratch within the first quarter, establishing decision forums and driving adoption across leadership without formal authority
Chose the lighter weight path when speed mattered more than completeness: for a time sensitive research reporting request, skipped the full intake process in favor of a single working session with data engineering, cutting delivery time from a typical two week cycle to three days without compromising data quality or downstream trust
Replaced fragmented status threads with structured, lightweight dashboards within six weeks, cutting manual reporting overhead 60% and recovering an estimated 30+ hours per week redirected to delivery. Built the tool at programhealthpulse.com to do it

Portfolio Intelligence Operating Model Design Decision Forums Executive Reporting Claude / Copilot Influence Without Authority Pragmatic Judgment Cross-functional leadership

Senior Technical Program Manager

Tech Mahindra

Jan 2023 – Mar 2024

The Delivery Operating System program was created for a global engineering organization of 30 to 50 onshore and offshore engineers spanning five business units, 20+ distributed services, and 8 production environments. The org had no shared planning model: independent delivery cycles, fragmented intake, and limited visibility into cross team dependencies were causing missed handoffs and SLA risk. The org was one missed handoff away from losing its largest client relationships.

Led cross functional program cadences across five business units and 20+ distributed services with no direct authority, standing up portfolio visibility within the first six weeks and building capacity planning models that informed leadership tradeoffs on infrastructure scalability and delivery sequencing
Established escalation paths and decision forums for program level risks and cross team dependencies within the first quarter, protecting multi million dollar client SLAs while maintaining delivery velocity
Simplified intake and standardized planning templates within two quarters, reducing missed handoffs 20 to 30% while keeping process lean

Special Projects Delivery Delivery Operating System Lightweight Process Design Escalation Path Design Capacity Planning Client SLA Protection Cross-Business-Unit Cadence Portfolio governance

Program Lead, Enterprise Systems

Adecco Modis

Apr 2020 – Jul 2022

The systems portfolio, including SAP S/4HANA and FICO finance modules supporting daily finance operations, period end close, and regulatory reporting, spanned 6 production environments and 15+ integrated applications for 200+ users. It lacked structured incident management, observability, and release coordination, and recurring production incidents were eroding stakeholder confidence during finance close cycles.

Owned program delivery for a business critical portfolio including SAP S/4HANA and FICO finance modules, supporting daily finance operations, period end close, and regulatory reporting for 200+ internal users across finance and operations teams
Tracked milestones, service dependencies, and risks across 15+ applications spanning DEV, QA, and PROD environments, surfacing constraints through structured escalation before they affected finance close or system availability
Served as technical escalation owner for high severity incidents affecting finance systems, rolling out the first observability dashboards within 90 days and driving root cause analysis that reduced recurring production incidents 35%+ within two quarters
Partnered with automation and platform teams on monitoring, telemetry, and failure remediation frameworks, improving system resiliency and capacity planning while maintaining platform availability through active infrastructure change

SAP S/4HANA SAP FICO Finance Operations Program Lead Release governance Incident management

Technical Program Manager

The Hackett Group

Jul 2017 – Oct 2019

Global release cycles across multi region systems spanning 10+ environments, 30+ coordinated applications, and 4 geographic regions lacked standardized cutover plans, readiness criteria, or structured risk surfacing. A single failed deployment at this scale meant client facing outages across multiple regions simultaneously.

Ran global delivery cadences spanning multiple regions and time zones, coordinating cross functional teams of 20+ engineers and infrastructure specialists across 4 geographic regions, achieving zero rollback production deployments across 30+ coordinated applications within the first two quarters of the program
Balanced platform reliability, migration sequencing, and velocity simultaneously, keeping distributed systems running while upgrading foundational infrastructure and transforming platforms in flight
Drove budget oversight and vendor governance for enterprise upgrade programs, reporting cost variance to program leadership on a monthly cadence

Budget Oversight Vendor Governance Cost Variance Reporting Go/No-Go governance Global delivery Multi-region coordination

Technical Program Release Consultant

Tata Consultancy Services (TCS)

May 2015 – Apr 2017

Infrastructure upgrades and platform integrations across hybrid on prem and cloud environments spanning 8+ systems and multiple orchestration layers lacked deployment predictability and traceability, creating risk during system upgrades and reducing deployment confidence across the path from development to production.

Led infrastructure release coordination for system upgrades and platform integrations across 8+ integrated systems spanning hybrid on prem and cloud environments with distributed compute workloads, implementing Agile aligned DEV to PROD practices with structured environment promotion
Improved deployment predictability and platform lifecycle management by establishing only the promotion controls that mattered, keeping delivery teams focused on outcomes

Release Delivery Technical Consultant CI/CD governance Hybrid Cloud Distributed Compute Incident management

Release and Program Consultant

NIMBL

Feb 2014 – Apr 2015

Served as Technical Consultant managing releases and programs for enterprise software and data integration platforms, establishing cutover sequencing, deployment controls, and go-live risk reviews in regulated production environments.

Established cutover sequencing, deployment controls, and go-live risk reviews that materially reduced operational disruption across client deployments
Defined incident mitigation and escalation paths for regulated production changes, reducing post-release remediation costs and increasing release confidence across all client deployments

Technical Consultant Data Integration Platforms Program Manager Release readiness Deployment controls Incident management

Release and Program Analyst

Miracle Software Systems

Sep 2010 – Jan 2014

Served as Release and Program Analyst across global software and distributed systems in regulated industries supporting 500+ users.

Established release and incident controls across regulated environments, reducing high priority incidents by 35% and strengthening audit readiness
Led an Enterprise Stability and Change Control program supporting 500+ users, improving uptime and reducing productivity loss from outages

Release Analyst Program Analyst Distributed Systems Change control Regulated environments

Strengths

How I Show Up as a Senior Leader

The patterns that show up across every program I have run.

Clarity from ambiguity through lightweight structure

I bring lightweight structure that surfaces leading indicators. The TPM's job is to watch the signal that comes 2-3 weeks before a miss, so the team can course-correct in time, and to know when the right call is the simpler one, made with speed and confidence.

Executive sponsor partnership and portfolio governance

I engage on tradeoffs around scope, sequencing, and resourcing across a portfolio of concurrent initiatives, not just delivery mechanics. I partner with executive sponsors to define governance, success measures, and accountability — then translate those tradeoffs into the executive-ready decisions leadership can act on.

Enterprise portfolio management Executive sponsor partnership Program governance Organizational change management Stakeholder engagement Decision forums Escalation design Benefit realization

Co-created with the team

Operating models that get co-created get adopted. The frameworks I build stick because the team helped shape them. That is why the function runs independently after I leave.

Modern execution leverage

I use AI tools in practical ways for status synthesis, risk tracking, executive communication, and reducing reporting overhead, so program work moves faster with better signal. I treat every pilot as an experiment, measuring outcomes before expanding adoption.

Claude Copilot GenAI accelerated program ops Prompt engineering for PM workflows

Governance setup and finance transformation delivery

I have built program governance from scratch in ambiguity AND delivered full enterprise transformation programs, including finance and ERP systems lifecycles, from planning through measurable business outcomes. Both disciplines together are what director level finance program and change management leadership requires.

Governance from zero Finance transformation SAP S/4HANA and FICO Internal controls Agile (Scrum, Kanban, SAFe) Risk and issue management

Builds what she manages

I built programhealthpulse.com on my own time, a working AI program ops tool. I understand AI integration tradeoffs from the builder side, bringing genuine fluency about how these tools reshape the way technical programs run and how to drive adoption across engineering teams.

Systems at Scale

The complexity I have operated across

A snapshot of the enterprise program and portfolio complexity I have operated across.

60+

Stakeholders aligned across concurrent data programs

500+

Downstream users served by trusted data layers

12+

Integrated source systems unified into one analytics layer

30+

Production data pipeline releases, zero Sev 1 / Sev 2

30-50

Onshore and offshore engineers across 5 business units (Tech Mahindra)

99.9%

Data availability across pipeline delivery

Side Projects

What I build when no one is paying me

Initiatives outside my day job that reflect systems thinking, AI-native operations, and scalable program leverage.

Program Health Pulse →

A working operational intelligence tool that helps program leaders diagnose delivery risk, governance gaps, and execution bottlenecks through a structured 13-question assessment across 7 maturity dimensions. Proof that I build the operational systems I lead.

Catalyst Edge Hub →

A strengths-based career exploration initiative for underserved Indianapolis students, using structured assessments and guided pathway discovery. Same operating-model thinking, applied to community impact.

Looking for a Director, Finance Program and Change Management leader who builds governance before the roadmap exists?

15+ years of enterprise program leadership, including direct SAP S/4HANA and FICO finance systems work and governance built from zero inside an academic medical center. 100% on time milestone performance. 60% overhead reduction through AI enabled operations. I build the governance structures, decision forums, and portfolio health reporting executive sponsors need to lead complex finance transformation initiatives, partnering with finance leaders, business analysts, and executive leadership with zero direct reports and personally driving execution with minimal process. I independently built and shipped programhealthpulse.com as a production AI platform. That combination of governance discipline, finance systems experience, and AI native reporting is rare. Let's talk.

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