Alltel wireline divestiture
Macro process and system separation that turned Alltel's wireline assets into Windstream Communications. Program management across 15 project managers.
Created a standalone public company.
I turn executive priorities into operating plans, and operating plans into realized value.
My work sits where strategy meets execution: building the portfolio governance, operating models, and executive reporting that let leadership teams decide well and deliver what they decide. Over 20+ years in financial services, data services, telecommunications, supply chain, and retail, that has meant leading a 148-person organization, a $120M M&A integration, and the M&A programs that formed Windstream Communications.
Each entry is a result from a program I led, sponsored, or managed. Filter by the type of value delivered.
| Value | Program | Type | Years |
|---|
Led enterprise transformation and client delivery for a 148-member banking technology organization. Built and governed the banking platform transformation portfolio: AI modernization, initiative intake, prioritization, and risk management across $54M.
Owned AI/Data Cloud portfolio governance, roadmap planning, and operating model design. Digitized U.S. and EU portfolio intake, turning thousands of product requests into Annual Operating Plan inputs.
Directed a $120M M&A integration with data center consolidation and infrastructure modernization, maintaining continuity of financial services through credit union platform and data migrations.
Managed a $24M technology portfolio, 7 client platforms, and a 30-person Agile team, including Oracle BRM billing consolidation, AWS migration, and CI/CD.
Client programs for Ocwen Financial / Altisource ($9M M&A integration, Infrastructure PMO), Home Depot ($20M Ship-to-Store across 6,000 stores), and Koch/Georgia-Pacific ($18M disaster recovery across 11 corporations).
Progressed from Database Engineer to Director of a 96-person ERP, procurement systems, supply chain analytics, PMO, and M&A integration organization. Established the PMO that governed M&A system integrations and new procurement and supply chain platforms.
Macro process and system separation that turned Alltel's wireline assets into Windstream Communications. Program management across 15 project managers.
Created a standalone public company.
Process and system integration across inventory, sourcing, distribution, fleet, real estate, and risk management, with 10 project managers on each.
10% and 5% revenue increases.
Consolidated backup and recovery across 11 corporations, directed vendor management, and led the executive DR steering committee.
$18M program delivered.
Digitized U.S. and EU intake, demand ranking, KPI dashboards, and executive reporting for the AI/Data Cloud portfolio.
Thousands of requests turned into Annual Operating Plan inputs.
Vendor selection, requirements, and web design for the system that replaced Ariba, removing vendor punch-outs so buyers could source for best value.
$650K annual run-rate savings on $225M in spend.
Designed the infrastructure and site that replaced failing LAN-to-WAN reporting, with request queues and on-demand archives.
400+ reports supporting $600M in annual spend.