Portfolio: 250 clients / $1.5 B
Industry: Financial Services / Professional Services
Role: Program Manager / PMO Director

Program Summary

This enterprise-wide transformation program was initiated to strengthen project delivery maturity, establish consistent governance practices, and optimize the execution of more than 24 concurrent strategic initiatives across Operations, Finance, IT, Compliance, and Marketing. The organization faced systemic challenges, including inconsistent project controls, fragmented reporting, unclear prioritization, chronic rework, and limited visibility into cross-departmental dependencies. These gaps contributed to schedule slippage, communication breakdowns, and operational inefficiencies that hindered strategic growth.

The program aligned directly with corporate strategic objectives centered on operational efficiency, modernizing compliance, improving client service delivery, and building a scalable operating model capable of supporting rapid organizational expansion.

Program Scope & Purpose

The scope of the Enterprise PMO Transformation & Portfolio Optimization Program encompassed the design, development, and implementation of an enterprise-wide governance framework to support project execution, portfolio optimization, and operational accountability. The program spanned multiple departments and required integration across project management, finance, compliance, operations, and technology functions.

The purpose of the program was to transition the organization from decentralized, inconsistent project execution to a unified, structured, and strategically aligned delivery model. This transformation established the Enterprise PMO as the governing body responsible for standardizing practices, improving portfolio visibility, enhancing execution discipline, and enabling data-driven decision-making. The program also aimed to reduce operational inefficiencies, strengthen quality outcomes, and support a long-term culture of continuous improvement and performance transparency.

Program Objectives

The program established clear objectives that addressed operational gaps and aligned with enterprise priorities:

• Standardize project delivery and governance practices across all departments through a unified PMO framework, stage-gate controls, and requirements definition standards.

• Improve schedule reliability by implementing a master schedule, dependency management, and consistent planning reviews.

• Enhance resource optimization through capacity planning, prioritization guidelines, and structured workload forecasting.

• Reduce enterprise rework and improve quality outcomes by strengthening variance controls, early risk identification, and project controls discipline.

• Increase portfolio transparency through integrated dashboards, forecasting accuracy metrics, and real-time visibility into risks, dependencies, and performance.

• Strengthen organizational capability by establishing PM competency development, training, coaching, and standardized tools.

• Enable data-driven decision-making for executives through consistent reporting, health indicators, financial alignment, and risk exposure analytics.

• Build a sustainable enterprise PMO model that supports long-term operational efficiency and strategic execution maturity.

Program Strategic Alignment

I partnered with senior leaders across Operations, Finance, IT, HR, and Marketing to define the program’s strategic intent and ensure alignment with enterprise priorities. I translated corporate objectives into actionable decision-making criteria based on organizational value drivers, including cash flow improvement, schedule reliability, COPQ reduction, compliance readiness, and operational risk mitigation.

I conducted a portfolio-wide assessment to evaluate initiative complexity, strategic impact, resource demand, and organizational readiness. Using these insights, I implemented a prioritization model that ensured high-value initiatives received appropriate funding, resources, and leadership attention. The result was a strategically aligned portfolio where each program component contributed directly to enterprise outcomes, enabling leadership to achieve meaningful operational improvements and positioning the organization for sustainable long-term growth.

Program Benefits Management

I established a benefits realization framework that quantified value across schedule performance, quality outcomes, workforce efficiency, operational reliability, and governance maturity. I aligned benefits with measurable KPIs and partnered with Finance and departmental leaders to validate baselines and track improvements.

Key improvements included:

• Schedule Reliability

On-time project delivery improved from 67% to 92% through standardized planning routines, integrated master scheduling, and dependency management.

• Resource Optimization

Resource constraints decreased from 35% to 10% after implementing capacity planning, workload forecasting, and prioritization guidelines, enabling more efficient allocation of skilled staff.

• Quality Improvement

Enterprise rework decreased from 45% to 15% through enhanced requirements definition, strengthened variance controls, and stage-gate quality reviews.

• Decision-Making & Predictability

I deployed performance dashboards tracking forecast accuracy, risk exposure, and portfolio health, enabling data-driven executive decision-making and earlier risk intervention.

Benefits were sustained through institutionalized governance routines, standardized reporting, and a competency development framework for project managers.

Program Stakeholder Engagement

I engaged stakeholders across the enterprise—including executives, functional leaders, operational teams, and project managers—to align expectations, resolve conflicts, and ensure adoption of the new governance model. I conducted workshops to clarify priorities, governance requirements, and project interdependencies.

Key engagement mechanisms included:

• Weekly portfolio reviews to assess progress and remove constraints

• Monthly steering committees to validate stage-gate approvals, adjust priorities, and resolve escalations

• Structured risk escalation protocols to ensure timely leadership intervention

• Adoption-readiness sessions to ensure that operational teams integrated the new practices effectively

These approaches strengthened sponsorship continuity, harmonized cross-functional execution, and reduced operational resistance to governance maturity efforts.

Program Governance

I designed and implemented an enterprise PMO governance framework, including:

• Standardized delivery methodology

• Stage-gate reviews and approval workflows

• Integrated risk and issue management

• Financial alignment processes linking forecasts to budgeting

• Enterprise portfolio dashboards and reporting cadence

• Master schedule integration with dependency mapping

• Variance tracking and forecasting controls

I facilitated recurring risk workshops, established data standards for forecasting, and required variance explanations tied to cost, schedule, and resource performance. Governance increased transparency, accountability, and execution reliability across all business units.

Program Lifecycle Management

I managed the full lifecycle of the program—from initial chartering and roadmap development through execution oversight and operational transition. I guided project managers on planning, scheduling, risk management, and quality assurance; monitored program performance using KPIs and leading indicators; and resolved cross-functional constraints through coordinated adjustments in sequencing and resource allocation.

The program achieved >97% on-time delivery, improved quality and efficiency metrics, strengthened forecasting reliability, and institutionalized a sustainable EPMO model supporting long-term organizational execution maturity.

Final Program Impact

Enterprise PMO Transformation & Portfolio Optimization Program delivered a measurable and lasting improvement in organizational execution maturity. It established a fully scalable enterprise PMO and a unified governance framework that standardized delivery practices across all departments, strengthening accountability and transparency. Portfolio visibility and decision-making capability improved significantly through integrated dashboards, forecasting accuracy, and consolidated risk reporting. Operational performance advanced across all key dimensions, including substantial gains in schedule reliability, reductions in rework, and enhanced resource efficiency. These improvements increased organizational confidence in project delivery and created a predictable, repeatable execution model aligned with enterprise strategic goals. Most importantly, the program institutionalized a sustainable PMO governance structure that continues to support long-term operational efficiency, compliance readiness, and the organization’s ability to deliver transformative initiatives at scale.

Portfolio: 72 clients / $240M
Industry: Energy / Professional Services
Role: Program Manager

Program Scope and Purpose

The purpose of this program was to establish Oceaneering’s first business-unit-level PMO and transform the operational execution model across engineering, fabrication, inspection, and field service operations. The program addressed systemic challenges—such as inconsistent project practices, uncontrolled change, high COPQ, financial unpredictability, and limited performance visibility—and replaced them with a unified governance and delivery framework. The scope included designing and deploying governance standards, building PM capability, enhancing project controls, and stabilizing operational and financial outcomes during volatile market conditions. The program’s purpose was to drive sustainable margin improvement, protect revenue, and embed execution discipline across the business.

Program Objectives

• Establish a formal PMO governance structure to standardize planning, scheduling, cost control, change management, and reporting.

• Reduce COPQ and operational inefficiencies through improved QA/QC, corrective action management, and cross-functional discipline.

• Increase financial predictability via integrated project controls, structured forecasting cadences, and operational-finance alignment.

• Improve schedule reliability and execution consistency through standard methodologies and performance monitoring.

• Enhance enterprise visibility and decision-making through dashboards, variance analytics, and risk escalation pathways.

• Build organizational capability and sustainability by elevating PM competencies and embedding governance expectations.

Program Summary

This business-unit transformation program established a formal PMO and implemented a consistent operating framework, improving performance across engineering, fabrication, inspection, and field service projects. The organization previously operated with fragmented practices, uncontrolled change, schedule instability, high COPQ, and limited visibility into operational and financial metrics. The program unified project delivery, reduced operational variance, strengthened governance, and enabled leadership to make data-driven decisions aligned with corporate priorities. The PMO became a strategic enabler during a period of market volatility, improving margins, protecting revenue, and stabilizing operations.

Program Strategic Alignment

I collaborated with executive and functional leaders across Operations, Engineering, Supply Chain, Finance, Commercial, and HSE to ensure the program’s alignment with strategic goals. I translated corporate priorities—such as COPQ reduction, revenue protection, and improved forecasting accuracy—into governance standards, operating procedures, and decision criteria. Initiatives were assessed and prioritized based on their business impact, organizational readiness, and capacity for adoption. This structured approach ensured that improvements were both strategically relevant and operationally feasible, enabling the PMO to advance long-term corporate objectives.

Program Benefits Management

I established a benefits realization framework linking operational, financial, and quality outcomes to organizational performance goals. Key benefits included:

Operational Improvements

• Reduced COPQ from $5.7M to $1.46M annually, sustaining <2% of expected revenue through stronger QA/QC, variance analysis, and corrective action governance.

• Increased schedule reliability through standardized planning, integrated schedules, and disciplined progress monitoring.

Financial Performance

• Increased cash flow by 17% during the pandemic by strengthening forecasting governance, billing discipline, and financial alignment.

• Reduced AR past due >30 days from 60% to 20%.

• Improved DSO from 120 to 70 days and lowered unbilled revenue from 40% to 20% through improved milestone management and billing accuracy.

• Improved margin predictability and reduced financial volatility via integrated reporting and structured forecast review cycles.

Visibility & Decision Support

• Enabled real-time operational and financial insight through dashboards and analytics that highlighted variance, risk exposure, and performance trends.

• Strengthened accountability by embedding governance expectations and elevating project management capabilities.

Program Stakeholder Engagement

I engaged diverse stakeholder groups—including engineering, operations, finance, HSE, supply chain, and commercial teams—to align expectations, reduce resistance, and accelerate adoption. Engagement strategies included:

• Cross-functional workshops to define roles, clarify workflows, and align on performance expectations.

• Organizational Change Management activities focused on communication, adoption readiness, and behavioral alignment.

• Governance forums to balance customer commitments, operational constraints, and capacity limitations.

This structured engagement approach strengthened collaboration, built trust, and unified teams around the new PMO framework.

Program Governance

I designed and implemented Oceaneering’s first business-unit level PMO governance model, which included:

• Standardized stage-gate lifecycle

• Planning and scheduling standards

• Cost control, forecasting, and variance analysis expectations

• Risk management and change control protocols

• Performance monitoring and escalation pathways

I authored the PMO governance handbook, designed templates and tools, and worked with functional leaders to embed governance discipline into day-to-day operations. These controls enabled consistent oversight, reduced operational variance, and improved program and project predictability.

Program Lifecycle Management

I led the end-to-end lifecycle of the PMO establishment and operational excellence program—from charter development and capability assessment through roadmap execution, performance stabilization, and benefits transition. Key responsibilities included:

• Coordinating cross-functional workstreams and managing interdependencies

• Monitoring program health, adoption maturity, risks, and issues

• Providing leadership coaching and capability development

• Ensuring governance adherence and performance accountability

• Transitioning ownership of ongoing PMO operations to business leaders

The lifecycle approach ensured that improvements were not only implemented but also institutionalized.

Final Program Impact

The program fundamentally transformed Oceaneering’s business-unit operations by establishing a PMO that delivered sustainable improvements in cost, schedule, and financial performance. Operational reliability increased, COPQ was materially reduced, and financial governance became more predictable and transparent. The organization shifted from reactive problem-solving to proactive decision-making supported by data, risk insights, and integrated project controls.

The PMO became a strategic capability that enabled consistent execution across service lines, improved customer satisfaction, enhanced revenue protection, and strengthened profitability during one of the industry's most volatile periods. By embedding governance expectations, developing PM talent, and institutionalizing performance reviews, the program created a long-term foundation for operational excellence and continued organizational maturity.

Portfolio: 125 projects / $23.5M
Industry: Energy / Professional Services
Role: Program Manager / PMO Director

Program Scope & Purpose

The Caspian Region PMO Establishment & Operational Integration Program was initiated to implement a unified governance and project delivery framework across Oceaneering’s Caspian operations. The program’s purpose was to replace fragmented processes with standardized practices that improved execution reliability, regulatory compliance, financial predictability, and cross-departmental coordination. The scope encompassed establishing the region’s first PMO, integrating planning and controls across engineering, inspection, fabrication, ROV, and offshore operations, implementing financial and operational governance standards, developing a full suite of PMO tools and templates, and building sustained capability across onshore and offshore teams. This foundational structure enabled consistent delivery performance and alignment with corporate strategy in a complex, multicultural, and high-risk operating environment.

Program Objectives

The program was designed to achieve the following objectives:

• Establish a formal PMO to standardize delivery practices and create governance discipline across all regional service lines.

• Improve schedule reliability and cost predictability through integrated planning, project controls, risk management, and change governance.

• Strengthen operational safety and regulatory compliance in alignment with client expectations and Caspian regional requirements.

• Enhance financial performance through improved forecasting, variance tracking, and cost-of-poor-quality reduction.

• Integrate cross-functional teams—engineering, offshore operations, inspection, fabrication, supply chain, finance, and HSE—into a collaborative, control-focused delivery environment.

• Build long-term capability through training, PMO tools, templates, and reporting frameworks to ensure consistent adoption and sustained operational excellence.

Program Summary

This regional transformation program was launched to establish a formal PMO, implement governance and project controls standards, and integrate delivery practices across engineering, inspection, fabrication, and offshore operations in Oceaneering’s Caspian business unit. Before the program, the region faced fragmented processes, inconsistent reporting, uncontrolled change, decentralized financial oversight, and limited visibility into operational risk. The program delivered a unified governance structure tailored to regional regulatory conditions, client expectations, and multicultural operating environments. It directly supported the corporate strategy to strengthen international operations, improve execution reliability, enhance financial performance, and support major clients—including BP and SOCAR—while meeting rigorous safety and compliance requirements.

Program Strategic Alignment

I collaborated with regional leadership, corporate PMO teams, HSE, Finance, and external client stakeholders to ensure the program aligned with Oceaneering’s global PMO vision and commercial priorities. I established governance and execution standards tied to contract compliance, schedule reliability, HSE excellence, revenue protection, and forecasting accuracy. I assessed capability gaps across engineering and offshore teams and sequenced initiatives based on organizational readiness. I ensured that priorities supported corporate goals, including contract renewal, operational stability, and strengthened customer satisfaction. These actions ensured the region delivered improved performance while reinforcing Oceaneering’s international strategic footprint.

Program Benefits Management

I developed a benefits realization plan with defined KPIs, leading indicators, and financial targets across schedule, cost, quality, and safety. The program produced material benefits across operational, financial, and compliance dimensions:

• Operational Performance:

  • Delivered 125 projects across a $23.5M portfolio with zero HSE incidents over three years.

  • Achieved 97% on-time delivery through formal planning standards, stage-gate reviews, escalation pathways, and improved cross-team coordination.

• Financial Performance:

  • Implemented integrated financial controls and variance governance, enabling the region to maintain a 53% job profit margin, the highest in the company from 2015–2018.

  • Reduced COPQ from $2.2M to $875K, increasing profitability and strengthening client trust.

• Governance & Compliance:

  • Introduced standardized planning, cost controls, risk and change management, and QA/QC integration.

  • Improved reporting consistency and forecast accuracy across all service lines.

Benefits were institutionalized through region-specific PMO tools, templates, reporting structures, and capability development programs, ensuring long-term alignment with corporate and client expectations.

Program Stakeholder Engagement

I engaged a diverse set of stakeholders across regional leadership, corporate PMO, engineering, finance, supply chain, inspection, operations, and HSE teams to drive adoption of new governance standards. I facilitated cross-functional workshops and implemented structured communication channels that improved coordination between onshore and offshore teams. Operating in a multilingual, multicultural region required adaptive communication, cultural sensitivity, and relationship-oriented leadership. I partnered directly with major clients—including BP and SOCAR—to align project controls, reporting cadence, safety expectations, and contract requirements, strengthening transparency and client confidence.

Program Governance & Lifecycle Management

I designed and deployed the region’s first structured PMO governance model, establishing integrated lifecycle controls across planning, scheduling, cost management, risk management, QA/QC, and change governance. I authored the regional PMO governance handbook, developed customized workflows and templates, and introduced stage-gate processes that improved execution predictability and decision-making rigor. Overseeing the full program lifecycle, I led governance design, operational integration, financial alignment, team capability development, and performance reporting. The governance model strengthened operational reliability, reduced risk exposure, improved financial transparency, and created a sustained PMO capability that supported contract renewals and long-term regional stability.

Final Program Impact

The Caspian Region PMO Establishment & Operational Integration Program transformed a fragmented operating model into a unified, disciplined, and financially predictable project delivery organization. The program significantly improved schedule and cost performance, strengthened HSE and regulatory compliance, and elevated regional execution maturity to global corporate standards. By institutionalizing governance, integrating operational and financial controls, and building lasting capability across multicultural teams, the program positioned the Caspian region for sustained growth, secured client confidence, and enhanced Oceaneering’s reputation as a reliable partner in a complex international operating environment.