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Work Background
JT Consulting InnovationsFounder and CEO
Sep. 2024Chapel Hill, North Carolina, United StatesAs the CEO and Founder of JT Consulting Innovations, I am dedicated to helping executives navigate the complex process of integrating systems and operations after an acquisition. With over 18 years of consulting experience, I have successfully guided numerous organizations through the challenges of post-acquisition integration, enabling them to realize the full potential of their newly combined entities.
At JT Consulting Innovations, we provide tailored solutions and strategic guidance to ensure seamless system compatibility, data migration, and process alignment. Our proven methodology and deep expertise across various industries allow us to deliver measurable results and drive long-term success for our clients.
If you are an executive looking to streamline your post-acquisition integration process, optimize your IT landscape, and achieve synergies across your merged organizations, let's connect. Together, we can unlock the value of your acquisition and set your company on a path to growth and innovation. Visit our website: www.jtconsultinginnovations.com
Alight SolutionsDirector AMS PMO and M&A Center of Excellence
Jan. 2021 - Aug. 2024Chapel Hill, NCAs the Director of AMS PMO and M&A Center of Excellence I am responsible for the overall direction, coordination, execution, control and completion of specific projects ensuring consistency with Alight’s organizational strategy, commitments and goals. I foster a positive, results-oriented environment, build strong and effective partnerships and communicate with efficacy and influence to lead and direct projects from inception to completion. I oversee the entire Alight AMS project management process including team leadership and quality control for North America. I manage portfolio lifecycle governance from plan through execution including the development and/or maturity of methodologies, standards, tools, processes, procedures, measurements, capacity management and reporting for effective portfolio governance and project management execution. As the leader I rapidly establish credibility and trust with all levels of client’s organization and comfortable interacting with and influencing the C-Suite.
I am also the authority over client Merger & Acquisition activity. This includes developing M&A methodologies, framework and scalable, repeatable processes, best practices and templates. I develop and maintain M&A dashboards for company reporting and sales offerings. I also coordinate with Sales & Solutions on Alight’s M&A capabilities and offerings. In my influential role, I combine strategic planning, general business management, and project management to drive successful transitions.
Alight SolutionsPMO Leader, Professional Services
Sep. 2019 - Jan. 2021Chapel Hill, North CarolinaThe PMO Leader may be directly responsible for the successful recruitment, training, mentorship, and management of the global Project Management team aligned to successfully delivering Workday deployments and post production implementations in their areas of expertise. They will provide internal program management expertise, implementation oversight, quality assurance, escalations support, and account management for our Workday deployments and post production implementations. They will also drive business and work with Project Managers to resolve issues that stand in the way of project success. They will lead dedicated Project Managers and be responsible for managing a portfolio of projects and clients in conjunctions with the Regional Director for on going implementations. Ultimately, they are responsible along with the Engagement Executive/ Regional Director for achieving client satisfaction and references on each project ensuring the successful growth of the PMO Leader’s area.
Collaborative Solutions, LLCPortfolio Director, South East
Sep. 2017 - Sep. 2019Chapel Hill, NCThe Portfolio Director will be responsible for partnering with sales to drive business in the south east US, and ensuring the successful implementation of the Workday solution on multiple concurrent medium to large projects. The Portfolio Director will provide oversight to Engagement Managers and serve in an advisory role on Workday deployments. The Portfolio Director may be asked to serve as the Collaborative Delivery Executive for a portfolio of engagements in his/her region. The Portfolio Director will ensure success by driving the client implementation (directly or indirectly), will be involved in the development, review, and approval of several key project deliverables (e.g., charter, project/staffing plan, issue logs, etc.) and work with the Client project manager and Collaborative Solutions Engagement Manager to resolve issues that stand in the way of project success. The Portfolio Director will also be responsible for managing to the approved budget and delivering the projects profitably. Finally, the Portfolio Director will provide mentoring, guidance, and career counsel to Collaborative Solutions Engagement Managers.
Collaborative Solutions, LLCSenior Engagement Manager
Oct. 2016 - Dec. 2017Raleigh-Durham, North Carolina Area
Collaborative Solutions, LLCSenior Engagement Manager
Mar. 2014 - Sep. 2019The Engagement Manager is responsible for ensuring the successful implementation of the Workday solution on our medium to large projects. The Engagement Manager drives the client implementation and is involved in the development of several key project deliverables (e.g., charter, project/staffing plan, issue logs, etc.) and works with the Client project manager to resolve issues that stand in the way of project success. The Engagement Manager is also be responsible for managing to the agreed to budget and delivering the project profitably. Responsibilities: • Manage 1 - 2 large Workday product implementations in the Project Manager role. • Ensure projects are properly planned and staffed. • Track issues and risks, communicate status and escalate concerns applications. • Provide guidance and mentoring to Principal Consultants working on their implementations. • Work with the client project manager to identify/resolve all issues that could impact project scope and/or timeframes. • Ensure the project is delivered within the budget outlined in the SOW. • Present client with change orders in the event they're asking Workday to perform tasks that are outside the scope of the SOW. • Present at Executive Steering Committee meetings. • Work with Delivery Assurance to ensure compliance with agreed to checkpoints. • Assist in the transition of the customer from professional services to product support. • Ensure the client can serve as a reference upon completing their implementation. • Become an expert in Workday's Implementation Methodology and use it on all engagements. • Demonstrate competency in the Workday product suite - HCM, Payroll, and/or Financials. • Participate in the sales cycle when requested to gather requirements, formulate delivery approach and develop a proposal/SOW. • Identify opportunities to position other service offerings.
MercerImplementation Project Manager
May. 2010 - Mar. 2014Implementation Project Manager
Responsible for leading the overall project delivery from preparation, coordination, scheduling, consulting and budget tracking of all aspects of large complex implementation projects. This includes the actual project plan, resource management and deliverables to the satisfaction of customers and within the committed time frame. In addition, direct and coach a diverse virtual team of professionals to ensure top quality, best practice solutions are delivered.
• Facilitate workshops to define best practice requirements, review project status, update executive management with governance sessions and discuss and document change management.
• Provide root-cause analysis on complex issues/requirements using functional experience with Human Resources and Benefits administration to increase customer satisfaction by consulting on best practice solutions.
• Partner with client teams to establish and execute integrated plans and milestones that account for all work streams in the project to ensure all critical path dates on met for both organizations.
Fidelity InvestmentsProject Manager
Mar. 2009 - May. 2010Build and manage an approach for planning and executing Service Delivery Operations Simulation Activities.
Provide project management support for implementing product and technology changes with Service Delivery.
Establish and document processes and procedures for implementations.
Develop standard implementation project plans and client communications, testing plans and transition plans.
Fidelity InvestmentsBusiness Analyst
May. 2008 - Dec. 2010• Responsible for defining and documenting the requirements for an end to end HRM Service Bureau application and operational model; including HR Administration, Benefit Administration, Payroll Processing, and Ancillary Back Office Operations such as Tax Filing and Print / Distribution.
• Act as a subject matter expert in the requirements definition and development of configuration tools that support the implementation team as well as on going client support processes.
• As part of the Benefits Solution Team, responsible for defining requirements, researching vendors, developing evaluation criteria as well as evaluating vendors and recommending the most effective benefit platform to enhance the HRMS Service Bureau Offering.
• Assist in the organizational design of the implementation team, back office operations and the client contact center.
CeridianProject Manager
Jan. 2006 - May. 2008•Responsible for leading the overall preparation, coordination, scheduling and tracking of all aspects of the new business implementation projects. This includes the actual project plan, the resource management in accordance with the project plan and its deliverables to the satisfaction of customers and within the committed time frame. •Directing and coaching a diverse virtual team of professionals to ensure an integrated Payroll, HR, and Benefits Solution is delivered.
•Facilitate root-cause analysis on complex Payroll, HR and Benefit issues/requirements using functional experience with Payroll, HR, and Benefits administration. •Responsible to build rapport, influence and problem solve issues with various levels of client employees and internal partners. •Lean (Six Sigma) team member responsible for participating in a Value Stream Mapping event in order to improve the efficiency and effectiveness of the overall Implementation Process.
Blue Cross & Blue Shield of RIHR Generalist / HRIS Analyst
Sep. 2001 - Jan. 2006HRIS Analyst •Responsible for the HRIS/Payroll outsourcing project utilizing structured Project Management Methodology. Developed a comprehensive Business Case, Return on Investment and Cost Benefit Analysis. Presented the teams recommendations to the Senior Management and the Initiatives Control Board. Created project charters and plans. Led all phases of the project including planning, initiation, execution and project shutdown to ensure that the system was implemented accurately and operating optimally. Developed testing plans and process workflows to document new system processes. Provided training and documentation to end users to assist in a smooth transition to the new systems.
Human Resources Generalist
•Time Management System project team member responsible for the successful design, configuration and implementation of an integrated, automated Time Management System for Payroll processing, including training of 1,200 users.
Helix Technology CorporationCorporate Auditor / HR Rep
Sep. 1999 - May. 2001Human Resources Representative
•Call Center Re-Engineering project team member responsible for re-engineering the Customer Call Center in order to reduce cycle time, improve customer responsiveness and reduce labor costs utilizing Lean Capital and Demand Flow methodology. •Partnered with the Human Resources Manager to assess the organizational training needs as well as design and deliver various training programs. •Participated in a number of compensation surveys and analyzed return data to ensure the Company’s salary practices remained competitive. Corporate Internal Auditor
•Conducted a comprehensive corporate wide risk assessment based upon each business unit’s specific financial, operational, and regulatory exposure as well as taking Management’s specific concerns into consideration. •Assessed financial and operational business processes, both domestic and international.
PricewaterhouseCoopersSenior Associate
Jul. 1998 - Sep. 1999•Conducted enterprise wide risk assessments, which included identifying audit universes, defining engagement scope, prioritizing efforts to be consistent with the organizations business risks and objectives, and planning individual process reviews to ensure appropriate application of methodologies, tools and techniques for client engagements. •Evaluated pertinent internal controls to ensure that corporate assets are properly safeguarded and that operating procedures were providing services at the most economical cost. •Conducted exit meetings with auditees and responsible for reporting significant issues cited during the review to Executive Management.
PricewaterhousecoopersSenior Associate
Jan. 1998 - Dec. 1999
Partners Healthcare SystemsSenior Internal Auditor
Jul. 1997 - Jul. 1998•Responsible for planning, scheduling, coordinating, and performing integrated internal audit engagements. •Assess the overall operation of specific business processes and made recommendations to create more efficient, effective and profitable functional units through application of identified best practices.
•Ensure that audited functions are in compliance with the respective governing regulatory agencies as well as corporate policies and procedures.
•Perform consulting tasks as a part of special requests from management
Stone & Webster IncInternal Auditor
May. 1995 - Jul. 1997•Performed audit tasks including assessing internal controls, sample selection, detail testing of data, and evaluating operational and financial systems at the Company’s domestic and international offices, subsidiaries and major engineering and construction projects. •Discussed audit results with the responsible personnel and prepared draft audit reports for Internal Audit management. •Supported the external auditors in their annual review of the Company’s financial statements.
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