I joined the CMDB team during a period of transition after the team had operated without a dedicated project manager for nearly a year. The environment was highly complex by nature, with a constant influx of operational intake work layered on top of high-impact projects, making traditional delivery structures difficult to apply.

Rather than imposing a rigid framework, I worked closely with the team to understand their workflows and constraints, then designed and operationalized a tailored ceremony structure that balanced intake-driven work with planned initiatives. This included establishing clear planning, refinement, and status rhythms that gave the team predictability while preserving flexibility. Over time, this structure enabled clearer ownership, improved visibility for leadership, and a more sustainable delivery model aligned to how the team actually worked.

I transitioned into a delivery manager role during an active healthcare divestiture, onboarding quickly in a high-pressure environment defined by regulatory constraints, tight timelines, contractual obligations, and cross-organizational dependencies.

I took ownership of the infrastructure decommissioning and cleanup workstream, coordinating across more than a dozen teams spanning infrastructure, application, database, cloud, security, and more. Delivery required a hybrid approach combining traditional project planning for milestone driven decommissioning with agile coordination to manage emerging risks and dependencies. Through improved documentation, recurring stakeholder syncs, and clear ownership models, I reduced ambiguity around scope and enabled teams to meet closure milestones with confidence.

I initially stepped into a technical product ownership role supporting a single agile team, and within 3 months expanding to lead four teams operating under a hybrid delivery model. As scope grew, I adapted my approach to accommodate different project types and working styles, establishing tailored ceremony cadences and delivery structures.

Most teams operated within an agile framework, with most using Scrum and one using Kanban to best fit their respective work styles, while the remaining teams required flexible coordination across mixed delivery needs. I facilitated sprint and PI planning, backlog refinement, daily scrums, and cross-team demos while managing flow-based work where appropriate. As trust grew, my role evolved from execution support into active leadership across teams, taking ownership of delivery strategy by standardizing intake processes, improving backlog health, and refining operating rhythms to increase predictability without slowing teams down. This period marked a clear shift from facilitating agile ceremonies to shaping how work flowed across teams.

My early consulting experience grounded me in client-facing work, and translating business needs into actionable technical direction. I supported client delivery through system analysis, reporting, and change coordination. I worked across platforms including Dynamics 365, Salesforce, SharePoint, and Tableau, helping translate technical work into clear, client-ready outputs and supporting cross-functional collaboration between technical teams and business stakeholders.