Enterprise programs, responsibilities and results.

A deadline with consequences

LinkedIn Sales Solutions delivered learning content, webinars and workshops through several systems. Bringing that experience into one Learning Center required a migration within six weeks. Missing the window would have required a vendor extension costing more than $300K.

A working launch also had to become a platform people could use and maintain. Content managers and administrators needed to manage routine work, while the platform needed ongoing releases, integrations, upgrades and incident response.

Make the delivery choices explicit

I owned the roadmap, implementation and migration. Working with stakeholders, I helped shape the product design and the way content would be organized for desktop and mobile. I translated requirements into delivery work, adjusted scope when necessary, and sought additional people to support the work.

The squad brought together UX, Engineering and Customer Success. I coordinated dependencies across those teams and worked with Product and Skilljar through implementation and migration. Technical and design delivery depended on those specialist partners; my responsibility was to connect the requirements, scope and people needed to deliver.

Work through the technical dependencies

One responsibility within the wider program was coordinating an authentication integration issue. An engineering-built integration was not collecting the expected data. I worked with internal and vendor engineering to coordinate its resolution, connecting the business requirements with the teams responsible for the technical work.

Give administrators control after launch

I continued to own the platform roadmap and operations. I introduced role-based workflows and administrator self-service tools, supported by documentation and training. My documentation covered uploading content, tagging resources, activating users, modifying permission sets, and making HTML/JSON and theming changes.

These changes gave content managers and administrators more control over routine work and helped reduce content-management effort by about 40%. I also added advanced search and filtering, expanded the platform into seven languages, and managed integrations and upgrades. Incident-response and release playbooks helped sustain 99.9% uptime.

Reporting did not answer every question

Corporate Security produced substantial recurring reporting. Leaders also needed analysis to support funding, resource allocation and investment choices: how activity might change, where to focus resources and how to evaluate security measures.

Existing reports did not answer all of those planning questions. The program needed to establish what recurring reporting already covered and where new analysis was needed, then clarify the underlying data requirements.

Establish what the reports actually cover

I reviewed 20 recurring reports across daily, weekly and monthly cadences, documenting their owners, sources, audiences, formats and schedules. The inventory made the reporting landscape visible and exposed overlap.

That review helped distinguish recurring report production from questions requiring new analysis. Leaders' needs around financial planning, resource allocation and investment choices gave the work its direction. The distinction informed priorities for KPI definitions, forecasting and system-integration planning.

Turn the questions into a roadmap

I set priorities with security leaders and data owners and translated business questions into analytical requirements. I led the roadmap and backlog across forecasting, service-center analysis, KPI and dashboard design, reporting, data quality and integration planning.

My role was to connect the decisions leaders needed to make with the requirements and dependencies of the analytical work. That meant coordinating business and technical teams while keeping data-quality and integration needs in the program's priorities.

Keep responsibility clear

Security leaders and data owners worked with me on priorities and requirements. Technical specialists carried out the analysis and model development. In one forecasting workstream, the technical team produced 54 models in Palantir Foundry across 18 site types and three activity categories.

I led the program, priorities and cross-functional coordination. The approximately $10M figure describes the annual investment and prioritization decisions informed by the broader program.

Chelan County PUD

ERP Modernization Program Lead

Led Finance and Procurement discovery and produced 25+ current-state process maps. I coordinated BA workloads, discovery sessions and stakeholder feedback, helped develop vendor-evaluation instruments, and clarified requirements and ownership for demonstration readiness.

DENSO

IT Project Manager, Oracle EBS Implementation Readiness

Led training and readiness for Oracle EBS Order Management. I produced 350+ training slides, trained 60+ users, and coordinated DENSO experts with IBM through UAT and launch preparation.