Sharper strategic priorities
Give leadership teams a shared view of what matters most, what can wait, and where trade-offs are required.
BRIDGING BUSINESS STRATEGY AND TECHNOLOGY EXECUTION
I help leadership teams turn strategy into clear priorities, investment decisions, and measurable outcomes.
I work across business and technology to connect strategic priorities with funding, capacity, decision ownership, and execution so leadership teams can make explicit trade-offs and move toward the outcomes that matter most.
01 Strategy
02 Decisions
03 Execution
04 Outcomes
$200M enterprise portfolio leadership
$43M annual investment capacity created
71% portfolio performance improvement
THE VALUE I BRING
Connecting strategy, investment, ownership, and execution.
The work begins before delivery. I help leaders clarify what matters, decide where investment and capacity should go, establish who owns the decisions, and carry those choices into execution.
Better investment decisions
Connect value, funding, capacity, risk, and sequencing so investment choices reflect both ambition and the ability to deliver.
Aligned capacity and ownership
Make decision rights and resource constraints explicit so teams know what they own and leaders know where intervention is needed.
More predictable execution
Translate portfolio choices into operating rhythms, measurable commitments, and timely decisions that keep delivery connected to strategy.
SELECTED IMPACT
Strategic choices carried through enterprise execution.
Three examples of shaping priorities, investment, and operating direction, then translating those decisions into measurable outcomes.
01
ENTERPRISE PORTFOLIO AND INVESTMENT LEADERSHIP
Turning enterprise priorities and investment choices into a more accountable $200M portfolio.
A fragmented portfolio made it difficult for leaders to compare priorities, funding, capacity, risk, and delivery performance across the organization.
As SVP, Enterprise PMO, I led strategic portfolio governance and built intake, prioritization, investment governance, resource gating, and executive operating rhythms across Technology, Product, Finance, Risk, and Operations.
02
PRODUCT AND TECHNOLOGY STRATEGY TO EXECUTION
Connecting Commercial Banking priorities to measurable Product and Technology execution.
At BMO, I led technology transformation across Commercial Banking, connecting portfolio priorities with engineering capacity, dependencies, and delivery performance across 14 Agile squads and 100+ engineers.
I worked with Product Owners and Senior Technology Owners to strengthen prioritization, operating rhythms, Jira governance, delivery metrics, and cross-squad dependency management.
03
TRANSFORMATION AND M&A EXECUTION
Aligning Technology and Operations priorities through a high-stakes bank acquisition.
I led Technology and Operations integration for the $16.3B BMO acquisition, coordinating application readiness, governance, and cross-functional execution across Legal Day 1 and Conversion Day 1.
The work covered 600 applications for Legal Day 1 and 400 for Conversion Day 1. All 600 Bank of the West applications were shut down with zero unexpected production outages and zero customer impact.
HOW I OPERATE
I connect strategic choices to enterprise execution.
The sequence is connected: clarify strategic priorities, make portfolio choices, align funding and capacity, establish ownership, and translate decisions into coordinated execution.
Strategic Planning
Clarify priorities, intended outcomes, and the choices leadership must make.
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Portfolio Management
Sequence investments and make trade-offs explicit.
Financial Management
Connect funding and forecasts to portfolio choices.
Resource Management
Align capacity and ownership to approved priorities.
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Enterprise Execution
Translate decisions into coordinated delivery, accountability, and measurable outcomes.
EXPERIENCE
Leadership scope built across technology, transformation, and enterprise portfolios.
My roles have expanded from cross-functional technology delivery and risk leadership to Compliance transformation, enterprise portfolio governance, acquisition integration, and Commercial Banking technology transformation.
Bank of Montreal (BMO)
Director, Commercial Banking Technology Strategy & Transformation
Led technology strategy and transformation across Commercial Banking Technology, connecting portfolio priorities to execution across 14 Agile squads, 100+ engineers, and 14 Scrum Masters. Worked with Product Owners and Senior Technology Owners to align capacity, dependencies, operating rhythms, delivery governance, and performance.
Bank of the West
Senior Vice President, Enterprise PMO
Led the Enterprise PMO for a $200M enterprise portfolio and a portfolio, program, and delivery organization averaging 60 people. Built the intake, prioritization, investment governance, resource-gating, and executive operating rhythms that connected enterprise priorities to funding and execution.
Bank of the West
Vice President, Head of Compliance PMO
Established and led the bank’s first Compliance PMO, with governance and delivery oversight across approximately 500 inherited regulatory issues. Led a blended organization averaging 20 people and reaching 30 during peak periods, while building the governance, delivery controls, operating rhythms, accountability, and executive visibility needed to manage a complex remediation portfolio.
Wells Fargo Bank
Vice President, Community Bank Technology
Held progressively broader technology leadership roles spanning technology risk governance, quality assurance, application security, and digital-channel delivery. Led complex cross-functional technology initiatives while strengthening governance, risk management, and execution discipline across multiple operating areas.
JPMorgan Chase
Vice President, Debit & Credit Card Fraud Division
Built my project/program management and people-leadership foundation in Collections, then carried that experience into the Debit & Credit Card Fraud Division, where I established the division’s first formal PMO and led an eight-person project management team.
LET'S TALK
Open to senior leadership conversations where portfolio priorities, technology execution, transformation, and accountability need to move together.
I am most useful when business and technology leaders need to clarify priorities, govern investment, align capacity and ownership, and carry complex decisions through execution.