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PMO Leadership
PMO Leadership
Strategic PMO Development
As a transformational PMO leader, I strengthen organizational delivery capabilities through governance, strategy alignment, and people-centered leadership. I have led complex programs, built PMOs from the ground up, and developed high-performing teams capable of delivering predictable, repeatable, and scalable results.
My expertise spans strategic planning, portfolio alignment, risk and change management, and the integration of Agile, waterfall, and hybrid methods. I specialize in diagnosing organizational gaps, implementing practical frameworks, and guiding teams through change with clarity and empathy. My approach consistently improves execution reliability, increases stakeholder confidence, and positions organizations for long-term success.
Program Management
Program Management
Aligning Business Objectives with Organizational Goals
As a strategic Program Manager, I lead a coordinated suite of projects that drive high-impact business outcomes. I align execution with organizational strategy, translate vision into clear program roadmaps, and ensure cross-functional teams understand their contributions to enterprise goals. I oversee complex resource planning, portfolio-level risk management, and stakeholder engagement to ensure programs remain on course and deliver measurable value.
My leadership strengthens decision-making, integrates project activities, and leverages PMO governance to create predictable, repeatable, and scalable delivery across the organization.
PMO Management
PMO Management
Operational Execution
As a PMO Manager, I oversee the daily operation and continuous improvement of the Project Management Office, ensuring project managers have the structure, tools, and support needed to deliver consistent, predictable results. I establish the governance standards, best practices, and delivery frameworks that guide project execution across the organization—improving efficiency, strengthening quality, and reducing operational risk.
The PMOs I have built foster a culture of discipline and continuous improvement. By standardizing methodologies, enhancing competencies, and enabling knowledge sharing, I ensure teams operate with clarity, confidence, and alignment. My focus is on maintaining delivery excellence, enforcing governance, and ensuring that project managers have access to the resources, training, and guidance required to perform at a high level.
Core Responsibilities
Core Responsibilities
1. Methodology & Process Development
Design and maintain standardized project management methodologies, governance processes, and delivery tools.
2. Training, Coaching & Support
Provide education, frameworks, and leadership support to project managers to elevate capabilities and reinforce best practices.
3. Performance Monitoring & Reporting
Track project performance, evaluate PM compliance, and provide transparent reporting to senior leadership for data-driven decisions.
4. Portfolio Coordination & Prioritization
Ensure projects align with strategic priorities, support portfolio planning, and help leaders prioritize work based on business value and organizational capacity.
Knowledge Base
Knowledge Base
Software Development Life Cycle
Project Life Cycle Management
Change Management
Continuous Improvement
Waterfall / Agile /Hybrid
Scrum / Kanban
Risk Management Life Cycle
Lean Six Sigma
Project Management Office
Schedule Management
Cost Management
Stakeholder Management
Communication Management
Work Breakdown Structures
Microsoft Project
Sharepoint
Jira / Confluence
Trello
Wrike
Texas A&M University Executive MBA / Class of 2021
Texas A&M University Executive MBA / Class of 2021
The Executive MBA program is a rigorous program designed for executive and business professionals.
GPA: 3.50
Curriculum
Corporate Strategy
Business Analytics
Financial Accounting
Operations Management
Marketing Management
Corporate Governance
Legal and Ethical Issues in Business
Negotiations
Talent Management
Organizational Leadership
Leading Teams
Supply Chain Management
Managerial Economics
Management Accounting and Control
Corporate Finance
Global Finance
Mergers and Acquisitions
Entrepreneurship
Executive Performance
MBA Capstone Project
MBA Capstone Project
"The Benefit of the Business Unit Level PMO"
Abstract: "Establishing a Project Management Office at the business unit level to improve financial performance"
Recipient of the Capstone Excellence Award
Executive Summary
The cost overruns of international projects in the Company’s Business Unit initiated a process review that revealed systemic project failures and financial underperformance.
The BU reported $8,495K, or nearly 20% of the Cost of Poor Quality (COPQ) reported in the year ending 2019. Over 95% of the COPQ was due to failure mode in processes, equipment, and documentation. The BU was executing projects through tribal knowledge, uncontrolled documents, and inconsistent project process. The lack of project management processes was also affecting the BU’s financial performance.
The BU had a DSO of 137 days, over 54% of their cash flow was delayed due to inconsistent invoicing practices, and over 3% Reduction of Gross Profit due to high COPQ in the same period.
A Project Management Office and training were established at the BU level to align its goals with the Company’s Enterprise Strategic Objectives. Within six months, the BU DSO was reduced to 84 days and kept improving month over month in 2020. Only 37% of their cash flow was delayed due to Un-Billed Revenue. Covid -19 challenges hindered the 17% improvement in cash flow. Less than 1% in Reduction of Gross Profit was due to COPQ in the same period.
The established project management processes helped the BU continue to improve financial performance despite geopolitical forces influencing oil prices and a global pandemic during the same period.
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