Working side by side with RHI's IT Director and Executive Management, turned around this troubled $120MM core enterprise application and infrastructure integration project.  Introduced core IT governance methodology and processes, which allowed for the correction of requirements and design phases, established change control, and introduced the practice of Risk and Issue Management.  Formulated and implemented all critical IT Governance processes for a new PMO Office including: PMO Office Roles and Responsibilities, RACI, Scope Management, Change Control, Risk Management, Issue Management, and Vendor Management

Based on the success of the methodology implementation, was extended to establish a Master Project Schedule, and lead 15 project managers. Due to the sensitivity of the project, reported monthly progress to the Board of Directors  

SBC Internet Communications

Turn-around project.  Re-directed project that was three months behind schedule.  Fast tracked  requirements and provisioning, re-scheduled work plan, and implemented just one week past the original roll-out date.

Visa International
enterprise technology standards

Developed and institutionalized the Enterprise policy and decision processes for internal technology hardware/software standardization.  Established the overall process as well as the Standards Board.

Developed and implemented policies and methodology for QA, UAT, and Deployment for a new PMO.