I build delivery operating models that outlast the people who built them.

5 siloed business units, 50 engineers, 20+ distributed services, and 8 production environments operated with no shared release rhythm. Missed handoffs were accumulating and multi-million dollar enterprise SLAs were at risk with no coordination layer to prevent cascading failures across the global portfolio.

• Governed SAP transport release sequencing across 50 engineers in 5 business units and 20+ distributed SAP and integrated services, cutting missed handoffs 20 to 30% and reducing downstream rework and coordination costs by an estimated $150K+ annually through direct transport dependency ownership
• Drove SAFe-aligned PI Planning across globally distributed onshore and offshore SAP delivery teams, protecting multi-million dollar enterprise SLAs where a single transport conflict or missed commitment cascaded into financial penalties and service credits across 8 SAP production landscapes
• Made the judgment call on SAP transport conflicts and escalation paths across five business units, preventing SLA breaches that would have triggered financial penalties while sustaining velocity through 8 concurrent SAP environments
• Gave leadership direct, real-time signal on SAP transport and deployment risk through Tableau-based dashboards, replacing scattered status updates across 5 BUs with a single source of truth on release health across the full SAP portfolio

Led the Simplement program at Adecco, a SOX-compliant enterprise SAP ECC portfolio spanning 6 production environments and 15+ integrated applications carrying $500K+ downtime exposure per major incident. Recurring SAP production issues were eroding delivery confidence and audit findings were accumulating with no structured transport governance or change controls in place.

• Called SAP ECC release readiness across 6 production environments and 15+ integrated applications, owning direct accountability for $500K+ downtime exposure per incident in a SOX-regulated portfolio where every failed transport carried both financial and audit consequences
• Launched the Simplement program to replace ad hoc manual reporting extracts with standardized SAP-integrated self-serve reporting for finance and operations teams, directly contributing to a 35% reduction in recurring SAP production incidents and an estimated $175K+ annually in avoided remediation costs
• Eliminated accumulating SOX audit findings by building only the SAP change documentation that mattered, establishing ITIL-aligned transport records and CAB governance that protected the organization from SOX non-compliance penalties that carry fines up to $5M and criminal liability
• Owned SAP transport and integration sequencing decisions directly with Basis and functional teams across 15+ applications, closing transport dependency gaps and environment conflicts before they reached production and compounded downtime risk

Enterprise financial services and insurance client portfolios across 4 geographic regions had C-Suite leadership making release decisions with no unified visibility into deployment readiness across 30+ coordinated applications. A single rollback event in a regulated client environment carried reputational, financial, and legal consequences that no one had a system to prevent.

• Called go/no-go on every SAP ECC and S/4HANA production launch across 30+ coordinated applications and 4 geographic regions for enterprise financial services and insurance client portfolios, achieving zero rollback events and avoiding an estimated $200K+ per incident in remediation, reputational, and regulatory recovery costs
• Closed the visibility gap between C-Suite stakeholders across 4 regions and actual SAP release state, delivering direct, candid reporting on budget variance, transport readiness, milestones, and go/no-go risk that enabled faster financial and delivery decisions at the executive level
• Raised SAP release delivery judgment across 4 regions by coaching project managers on transport risk assessment, go/no-go decision-making, and cutover readiness under pressure, building a team that could operate without constant escalation

Fortune 500 client infrastructure upgrades across 8+ hybrid on-premises and cloud systems had no structured promotion process or documentation traceability, creating audit exposure, unpredictable deployment outcomes, and no clear escalation path when things went wrong.

• Called SAP release sequencing decisions for infrastructure upgrade and platform integration programs across 8+ integrated systems for Fortune 500 client engagements, building structured SAP transport and environment promotion controls where none had existed
• Worked directly with SAP Basis and compliance teams to establish only the transport documentation that mattered, closing audit exposure across hybrid on-premises and SAP cloud environments and keeping delivery teams focused on outcomes

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 avoiding approximately $400K annually in operational disruption
• Defined incident mitigation and escalation paths for regulated production changes, reducing post-release remediation costs by approximately $300K per year and increasing release confidence across all client deployments

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

• Established SOX and FDA-aligned release and incident controls across regulated environments, reducing high-priority incidents by 35% and preventing approximately $450K or more per year in audit exposure
• Led Enterprise Stability and Change Control program supporting 500+ users, improving uptime and avoiding approximately $600K annually in productivity loss and outages