I get paid to solve problems concerning capital projects & infrastructure with the vision and leadership that successfully integrates and optimizes: business case, technology, sustainability goals (profit, people, planet), systems resilience (resist, absorb, recover, adapt), and asset management. Prior to management consulting, I demonstrated valued-added service delivery within the Energy & Utilities sector via leadership roles that included nuclear operations and corporate staff assignments. Foundational experience was gained via progressively responsible program finance positions in the Automotive, Financial Services, and Construction sectors. In short, I can bridge the gap between Engineering and Management.
Executive who integrates Managerial Finance with Project Management & Business Process Re-engineering for enterprise-wide initiatives:
- MBA who reinvented career with Project Management Professional credential, Cost Engineering certification program, Lean Six Sigma Black Belt training, and a Chartered Quantity Surveyor designation.
- Refreshed graduate business studies via the Stanford Advanced Project Management (SAPM) program through the Stanford Center for Professional Development.
- The key takeaway of SAPM is that organizations execute strategy through portfolios of projects and programs, within the context of culture and structure. Course objective is the Stanford Certified Project Manager (SCPM) credential.