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Work Background
California ISOProgram Manager, Portfolio Management Office
Jul. 2023 - Apr. 2025Folsom, California, United StatesManaged three large portfolios at CAISO, covering Human Resources, Stakeholder Engagement, and Infrastructure Technology with $15M - $20M allocated to the portfolios.
• Managed several strategic initiatives to ensure teams met their primary objectives and KPIs in a timely manner.
• Directed all phases of the project lifecycle, including demand management, resource allocations, budgetary tracking, and execution tracking: scope, schedule, and budget, through deployment.
• Developed a new demand intake system, which includes automated workflows, portfolio tracking and reporting key metrics.
Hewlett Packard EnterpriseSenior Program Manager, High Performance Computing, Cray Legacy Team
Apr. 2022 - Jul. 2023RemoteEngaged in a large program to build the next generation of HPE Super Computers for the Department of Energy, working with Lawrence Livermore Labs (LLNL), AMD and HPE Engineering teams throughout the country. • Created Smartsheet dashboards, reports, and worksheets to track resources, schedules, financials, key deliverables, and spare parts inventory
• Directed vendors to ensure spare parts were available during the installation phase to minimize the time to bring the supercomputer online.
Gilead SciencesAssociate Director - IT Project Management
May. 2018 - Nov. 2021Foster City, CAAccountable for the Commercial portfolio consisting of as many as 60 global commercial programs and projects with budgets ranging from $30M to $45M, including managing a distributed team of 20-25 Program and Project Managers throughout the world.
• As Program Manager on the M&A Team, in less than a year completed the integration of forty-one key systems (most were cloud-based solutions) and consolidated or retired 11 systems all on schedule and under budget.
• Coordinated resources and finances for both the acquired company Immunomedics and Gilead, including managing a $9M annual budget and providing work direction to four Project Managers.
• Managed the NorthStar Initiative to focus on developing the sales team and the data analytics for the commercial organization. Developed strategy for each system, built a team tasked with three work streams, and determined budget, resources and timeline for each work stream. Managed the NorthStar Initiative to focus on developing the sales team and the data analytics team in the commercial organization. The NorthStar initiative, a global program with three capability areas: Omnichannel & Field Force Effectiveness, Data & Analytics and Value & Access areas to elevate the commercial team into a more competitive organization.
• Built a new IT team, hired four Program Managers and two Project Managers, developed a comprehensive budget, determined KPIs for each work stream, mitigated risks, resolved issues, and communicated status and milestones to senior leadership.
• Focused on key initiatives to move from on-premises to cloud-based solutions. As a Program Manager on the Commercial IT team, I managed the transition from on-premises to the Model N Cloud.
GenentechProgram/Project Manager - Customer Operations & Product Pipeline Team
Sep. 2012 - May. 2018South San Francisco, CAProgram Lead for all new product (drug) launches in the United States. Directed team of six Project Managers and managed $1.4M annual budget. Ensured Commercial Systems’ readiness for all releases in the product pipeline. Established cross-functional partnerships and collaborations on delivery, testing, and execution of enterprise-wide projects.
• Managed $1.2M “Best Price, Corrective Action Plan (CAP)” project, modifying how drug prices are calculated in the Government Price Reporting System to meet the CAP requirement. • Expanded and enhanced the e-commerce cloud-based Salesforce application by directing the $500K enterprise-wide Lucentis Direct Integration project, which enabled direct ordering of Lucentis product.
• Delivered timely updates to all commercial systems post FDA approval for more than five new drugs and inline releases. A few of these medicines were fast tracked which caused the team to expedite commercial systems updates prior to FDA approval.
• Consistently enabled Field Sales team to sell the product within 24 - 48 hours of the FDA product approval. This effort was mentioned during IT “All-Hands” meetings as an example of effective delivery in the biotech space.
• Directed a team of Project Managers and coordinated with teams consisting of 40-55 global internal and external contractors and vendors.
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