Move From Critical Decisions
To Coordinated Delivery.
Strategy, Workday and ERP transformation, M&A integration, and carve-outs. Senior advisory and hands-on program leadership for private companies, public agencies, higher education, and implementation partners.
Find The Leadership You Need
A complete program. A critical phase. An executive leadership gap. I can lead from assessment and planning through implementation, transition, stabilization, and value realization. The engagement starts with the outcome you need and the accountability required to deliver it.
Select any card to explore the value I bring and the key deliverables. Phases can overlap; the plan is tailored to your organization.
01 · Strategy & Executive Leadership
Set The Direction.
Lead The Change.
From the first assessment to sustained results, I connect organizational priorities, technology investment, operating models, and delivery. Engage me as an executive advisor, fractional leader, or interim transformation executive.
Enterprise Assessment & Transformation StrategyTurn an ambiguous mandate into a clear set of choices and priorities.
Value I Bring
- Assess the current operating environment, application landscape, program portfolio, organizational capabilities, and delivery constraints.
- Bring financial, operational, technology, risk, and workforce perspectives into one executive assessment.
- Align sponsors on the problem to solve, desired outcomes, decision criteria, and immediate actions.
Key Deliverables
- Current-State Assessment
- Executive Recommendations
- Transformation Priorities
- A Decision Agenda
Transformation Roadmap & Technology StrategyTranslate the future vision into a sequenced, achievable roadmap.
Value I Bring
- Define the target state across people, processes, data, enterprise applications, and service delivery.
- Sequence modernization initiatives around dependencies, capacity, funding, and operational continuity.
- Establish milestones, measurable outcomes, accountable owners, and checkpoints for executive decisions.
Key Deliverables
- Transformation Roadmap
- Modernization Options
- Dependency Map
- Outcome Measures
Portfolio Prioritization & Investment PlanningPut resources behind the initiatives that matter most.
Value I Bring
- Evaluate proposed initiatives against strategic priorities, operational needs, risk, benefits, and available capacity.
- Coordinate investment cases, funding scenarios, resource plans, and trade-off discussions with executive leaders.
- Set a portfolio review cadence that connects commitments and spend to delivery progress and expected value.
Key Deliverables
- Prioritized Portfolio
- Funding Recommendations
- Resource Scenarios
- Investment Governance
Operating Model & Process TransformationDesign how the organization will work after the change.
Value I Bring
- Align Finance, HR, Operations, procurement, and technology leaders on process ownership and service responsibilities.
- Coordinate current-state discovery, process standardization, future-state design, and organization-wide requirements.
- Define decision rights, controls, handoffs, staffing implications, and the transition into the future operating model.
Key Deliverables
- Target Operating Model
- Process Priorities
- Ownership Matrix
- Transition Roadmap
PMO Design & Enterprise Delivery GovernanceCreate a delivery organization that moves decisions and owns outcomes.
Value I Bring
- Establish or reset the PMO, portfolio structure, program controls, executive reporting, and escalation paths.
- Build integrated planning, risk and dependency management, resource accountability, and benefits tracking.
- Mentor program leaders and improve delivery practices across internal teams and consulting partners.
Key Deliverables
- PMO Charter
- Governance Model
- Decision Cadence
- Delivery Standards
- Performance Measures
Fractional CIO & Enterprise Applications LeadershipProvide senior technology leadership when a full-time appointment is not the right fit.
Value I Bring
- Align technology investment and enterprise application roadmaps with organizational strategy and operating priorities.
- Lead the application portfolio, modernization agenda, delivery organization, vendor relationships, and executive decisions.
- Set priorities across HCM, Finance, procurement, reporting, integrations, and connected corporate systems.
Key Deliverables
- Technology Priorities
- Application Roadmap
- Operating Cadence
- Accountable Delivery Leadership
Fractional CTO & Technology Transformation LeadershipConnect technical direction to delivery across a complex systems landscape.
Value I Bring
- Guide enterprise technology modernization with architecture, engineering, data, integration, and security specialists.
- Translate strategic priorities into technical workstreams, investment choices, delivery dependencies, and practical release plans.
- Align internal technology teams and external partners on standards, readiness, ownership, and sustainable operations.
Key Deliverables
- Technology Transformation Roadmap
- Technical Delivery Governance
- Partner Accountability
Interim Transformation & Program LeadershipTake hands-on ownership through a critical transition or leadership gap.
Value I Bring
- Lead a defined transformation mandate, enterprise program, application portfolio, or delivery organization.
- Align executive sponsors and workstream leaders, resolve priorities, manage resources, and coordinate implementation partners.
- Establish durable governance and transfer ownership to the permanent leadership team.
Key Deliverables
- Executive Action Plan
- Integrated Delivery Plan
- Operating Rhythm
- Leadership Transition
Program Assurance, Recovery & Value RealizationFind the delivery risks, restore a credible plan, and carry accountability into results.
Value I Bring
- Assess program health, scope, schedule, funding, resource capacity, partner performance, and evidence of readiness.
- Identify root causes, reset commitments, rebuild governance, and lead recovery around achievable milestones.
- Track benefits, operational performance, adoption, and ownership after deployment so the transformation delivers lasting value.
Key Deliverables
- Independent Assessment
- Recovery Roadmap
- Executive Risk View
- Benefits Realization Plan
02 · Workday & ERP Program Leadership
Every Phase.
One Connected Program.
I can lead the full implementation lifecycle or take ownership of a critical phase. Client-side leadership connects executives, process owners, technical teams, and implementation partners across Workday HCM and Financials and the wider ERP ecosystem.
Platform Evaluation & Vendor SelectionStart with organizational needs and choose a credible delivery path.
Value I Bring
- Define selection criteria, scope, process needs, constraints, and evaluation governance with stakeholders.
- Coordinate RFI / RFP activities, demonstrations, fit-gap reviews, reference discussions, and partner comparisons.
- Bring capability, cost, implementation approach, capacity, and delivery risk into the recommendation.
Key Deliverables
- Evaluation Framework
- Vendor Scorecard
- Platform Recommendation
- Implementation Partner Selection Plan
Phase Zero & Implementation ReadinessPrepare the organization before the implementation clock starts.
Value I Bring
- Confirm objectives, scope, deployment approach, funding, executive sponsorship, and internal resource commitments.
- Assess process, policy, data, integration, security, reporting, and change readiness.
- Surface decisions and remediation work that must be completed before design and build begin.
Key Deliverables
- Readiness Assessment
- Phase Zero Plan
- Scope Baseline
- Resource Model
- Mobilization Criteria
Vendor Onboarding & Program MobilizationTurn partner commitments into a working delivery organization.
Value I Bring
- Align statements of work, deliverables, assumptions, responsibilities, and acceptance criteria with procurement and sponsors.
- Onboard the system integrator and specialist vendors; establish team structures, ways of working, and escalation paths.
- Create the integrated schedule, dependency log, reporting cadence, and controls for scope, spend, risks, and decisions.
Key Deliverables
- Program Charter
- Integrated Plan
- Responsibility Matrix
- Implementation Partner Governance
Requirements & Solution DesignKeep design decisions tied to the future operating model.
Value I Bring
- Lead discovery and requirements alignment across HCM, payroll, benefits, absence, Finance, procurement, and related functions.
- Coordinate functional and technical design, process decisions, policy alignment, controls, and fit-gap resolution.
- Maintain traceability from approved requirements to design decisions, delivery scope, and test scenarios.
Key Deliverables
- Requirements Baseline
- Design Decision Log
- Process Ownership
- Scope Traceability
Build & Technical Program DeliveryOrchestrate the work across functional and technical teams.
Value I Bring
- Coordinate configuration, integrations, reporting, security, and dependent application workstreams.
- Manage cross-team dependencies, release milestones, resource constraints, deliverable acceptance, and issue escalation.
- Keep implementation partners and internal teams aligned on quality, scope, and readiness for testing.
Key Deliverables
- Integrated Build Plan
- Workstream Governance
- Release Checkpoints
- Delivery Risk Controls
Data Conversion & MigrationMake data readiness part of the program plan from the start.
Value I Bring
- Coordinate source inventory, ownership, cleansing, mapping, conversion cycles, and reconciliation with data specialists.
- Align migration activities with integrations, reporting, security, testing, and cutover dependencies.
- Establish exception management, acceptance evidence, final-load sequencing, and accountable sign-off.
Key Deliverables
- Data Conversion Plan
- Readiness Dashboard
- Reconciliation Checkpoints
- Migration Acceptance Criteria
Test Strategy & ExecutionValidate the complete operating flow before approving deployment.
Value I Bring
- Coordinate unit, system integration, end-to-end, regression, and user acceptance testing across the program.
- Align scenarios, test data, environments, resource coverage, and entry / exit criteria with functional and technical leads.
- Manage defects, retesting, payroll and finance validation, integration dependencies, and evidence for readiness decisions.
Key Deliverables
- Integrated Test Strategy
- Execution Plan
- Defect Governance
- Test Exit Recommendations
Organizational Change & AdoptionPrepare people to execute the new processes and own the new operation.
Value I Bring
- Coordinate change impact assessment, stakeholder engagement, communications, training, and local readiness.
- Align role access, operating procedures, support responsibilities, and manager expectations with deployment milestones.
- Connect adoption evidence and feedback to executive readiness decisions and post-launch improvements.
Key Deliverables
- Change And Adoption Plan
- Stakeholder Cadence
- Readiness Measures
- Operational Ownership
Cutover Planning & Go-Live ReadinessBuild a controlled transition across systems, teams, and operations.
Value I Bring
- Define cutover strategy, transaction freezes, final conversions, integration sequencing, and deployment dependencies.
- Create the detailed runbook, accountable task owners, rehearsals, command structure, and contingency plans.
- Coordinate go / no-go criteria and evidence across functional, technical, workforce, finance, and support teams.
Key Deliverables
- Cutover Strategy
- Executable Runbook
- Rehearsal Results
- Readiness Dashboard
- Go / No-Go Recommendation
Go-Live Execution & HypercareLead the transition and stabilize the new environment.
Value I Bring
- Direct the cutover command center, task execution, issue triage, executive communications, and escalation.
- Coordinate validation of critical transactions, payroll and finance operations, access, integrations, and downstream systems.
- Establish hypercare coverage, incident priorities, service ownership, and criteria for transition to steady-state support.
Key Deliverables
- Deployment Command Cadence
- Stabilization Dashboard
- Issue Management
- Support Handoff
Post-Go-Live Strategy & OptimizationMove from launch to sustained performance and the next wave of value.
Value I Bring
- Define the optimization backlog, release strategy, enhancement priorities, and application ownership model.
- Review operating performance, adoption, reporting needs, integration reliability, and benefits against the original objectives.
- Plan subsequent phases, global rollouts, process improvements, legacy retirement, and transition to permanent teams.
Key Deliverables
- Post-Go-Live Roadmap
- Governance Model
- Benefits Review
- Prioritized Improvement Portfolio
Enterprise Scope Beyond A Single Platform.
Leadership across Core HCM, payroll, benefits, absence, Financials, procure-to-pay, FP&A, order-to-cash, and expense. Experience spans Workday HCM and Financials, SAP transitions, Oracle / PeopleSoft environments, Microsoft Dynamics GP, Salesforce, and connected applications. Functional, architecture, engineering, and security specialists remain integral to the delivery team.
Relevant experience includes Disney’s global workforce cutover, Bentley’s Workday Financials and Salesforce transformation, and enterprise programs at KinderCare, Cox Enterprises, and The Aspen Group.
03 · M&A Integration
From Pre-Close Planning
To A Functioning Organization.
Lead the integration lifecycle across people, processes, enterprise systems, and operating models. I connect the transaction’s strategic intent to a coordinated execution plan that protects continuity and makes ownership clear.
Pre-Close Integration PlanningIdentify the operating implications before the transition begins.
Value I Bring
- Coordinate operational and technology discovery with transaction leaders and functional specialists.
- Assess application landscapes, workforce processes, data, vendors, operating dependencies, and integration complexity.
- Translate findings into integration priorities, resource needs, risks, and a sequenced execution approach.
Key Deliverables
- Integration Assessment
- Priority Workstreams
- Risk Register
- Preliminary Integration Roadmap
Day One Readiness & Operational ContinuityMake the first operating day a controlled transition.
Value I Bring
- Identify the essential services, access, payroll, finance, supplier, workforce, and reporting needs for Day One.
- Coordinate readiness across internal teams, acquired organizations, vendors, and transition partners.
- Establish cutover checkpoints, communications, issue escalation, and continuity arrangements.
Key Deliverables
- Day One Plan
- Readiness Evidence
- Continuity Checklist
- Transition Command Structure
Integration Management Office & 100-Day PlanCreate one governance structure across the integration.
Value I Bring
- Stand up the Integration Management Office (IMO), executive steering, workstreams, and decision rights.
- Develop the integrated 100-day plan and longer-term milestones with dependencies, owners, and resource commitments.
- Track risks, issues, benefits, and decisions across Finance, HR, Operations, technology, and external partners.
Key Deliverables
- IMO Charter
- Integrated Integration Plan
- Executive Dashboard
- Decision Cadence
Target Operating Model & Synergy ExecutionAlign the future operation and the changes needed to reach it.
Value I Bring
- Coordinate decisions on common processes, service models, organizational responsibilities, and enterprise platforms.
- Translate agreed value objectives into initiatives with owners, milestones, dependencies, and benefit measures.
- Balance standardization and consolidation with local requirements and operational continuity.
Key Deliverables
- Target Operating Model
- Integration Priorities
- Benefit Ownership
- Execution Roadmap
Systems, Data & Workforce IntegrationConnect the functional and technical work into one deployment plan.
Value I Bring
- Lead ERP, HCM, Finance, payroll, benefits, reporting, and related application integration workstreams.
- Coordinate data migration, interfaces, access, process changes, testing, and workforce communications.
- Sequence deployments and transaction changes around operational dependencies and readiness evidence.
Key Deliverables
- Systems Integration Roadmap
- Workstream Plans
- Migration Checkpoints
- Deployment Readiness
Integration Stabilization & Value RealizationFinish the integration with clear ownership and measurable results.
Value I Bring
- Manage post-transition issues, support coverage, operating performance, and remaining integration dependencies.
- Track agreed benefits, consolidation milestones, adoption, and outstanding decisions with executive sponsors.
- Close integration workstreams and transfer processes, applications, and improvement priorities to permanent owners.
Key Deliverables
- Stabilization Plan
- Benefits Dashboard
- Workstream Closure
- Operational Handoff
04 · Carve-Outs & Separation
Protect Continuity.
Build Standalone Readiness.
Carve-outs require more than splitting systems. I lead the separation program across shared services, enterprise applications, data, workforce operations, transition arrangements, and the future standalone organization.
Separation Assessment & Program PlanningDefine the perimeter and the dependencies that control separation.
Value I Bring
- Coordinate discovery of in-scope entities, processes, systems, data, vendors, and shared services.
- Identify retained and separating responsibilities, operational dependencies, transition constraints, and delivery risks.
- Establish separation workstreams, executive governance, resources, milestones, and decision ownership.
Key Deliverables
- Separation Assessment
- Dependency Map
- Program Charter
- Integrated Separation Plan
Standalone Operating Model & ERP Stand-UpDesign the capabilities the independent organization needs.
Value I Bring
- Align future Finance, HR, payroll, procurement, technology, and support responsibilities with leadership.
- Plan enterprise application stand-up, vendor onboarding, process design, resourcing, and implementation sequencing.
- Coordinate the readiness of permanent services with interim arrangements and separation deadlines.
Key Deliverables
- Standalone Operating Model
- Capability Roadmap
- ERP Stand-Up Plan
- Resource Requirements
Transition Services & TSA ExitTurn temporary service dependencies into a controlled exit plan.
Value I Bring
- Coordinate transition service dependencies, accountable owners, service milestones, and operational expectations.
- Build exit plans around replacement capabilities, data migration, application deployment, and support readiness.
- Track exit risks, schedule, cost implications, and decisions with commercial, legal, and functional owners.
Key Deliverables
- Transition Services Tracker
- TSA Exit Roadmap
- Dependency Plan
- Exit Readiness Evidence
Systems, Data & Workforce SeparationCoordinate the separation without losing critical operating capability.
Value I Bring
- Lead workstreams for application disentanglement, ERP deployment, integrations, reporting, access, and workforce processes.
- Coordinate data extraction, migration, reconciliation, retention decisions, and control requirements with specialists.
- Manage cross-organization dependencies, testing, release plans, and vendor deliverables.
Key Deliverables
- Technical Separation Plan
- Migration Milestones
- Functional Readiness
- Acceptance Checkpoints
Day One Cutover & Standalone ReadinessBring the separation workstreams together at the transition point.
Value I Bring
- Create the separation cutover runbook across systems, data, payroll, finance, access, communications, and support.
- Coordinate rehearsals, freeze windows, task owners, continuity measures, and contingency decisions.
- Lead readiness reviews, executive go / no-go decisions, command center execution, and initial operating validation.
Key Deliverables
- Day One Readiness Dashboard
- Cutover Runbook
- Decision Checkpoints
- Transition Execution
Post-Separation Stabilization & HandoffEstablish reliable independent operations and close remaining dependencies.
Value I Bring
- Lead stabilization, incident escalation, support ownership, and closure of transition issues.
- Validate the standalone operating model, service performance, application ownership, and remaining TSA exit commitments.
- Transfer the improvement roadmap and delivery controls to permanent leadership and operating teams.
Key Deliverables
- Stabilization Plan
- Service Handoff
- Dependency Closure
- Standalone Improvement Roadmap
05 · Public Accountability & Enterprise Risk
Governance That Fits
The Operating Environment.
The same leadership disciplines apply across private companies, public agencies, higher education, and regulated organizations. The governance, stakeholder model, and evidence of success must reflect each environment.
Public-Sector Modernization & Investment AdvisoryConnect technology decisions to institutional priorities and public accountability.
Value I Bring
- Advise executive sponsors on modernization strategy, investment priorities, procurement accountability, and delivery risk.
- Coordinate agency or institutional stakeholders around process standardization, governance, and implementation readiness.
- Provide independent program oversight and clear recommendations for executive and legislative decision-makers.
Key Deliverables
- Executive Recommendations
- Investment And Governance Assessment
- Program Readiness Reporting
Regulatory, Privacy & Remediation ProgramsCoordinate accountable execution across technology, operations, and control owners.
Value I Bring
- Translate compliance and privacy priorities into an organized portfolio of remediation work with specialist owners.
- Coordinate Legal, Compliance, privacy, technology, and functional teams on risks, dependencies, evidence, and escalation.
- Establish program governance and executive reporting across affected applications, processes, and platforms.
Key Deliverables
- Remediation Roadmap
- Governance Model
- Accountable Workstreams
- Executive Risk Reporting
Implementation Partner & Executive Sponsor AdvisoryGive sponsors a clear view of delivery commitments and decisions.
Value I Bring
- Evaluate implementation partner deliverables, assumptions, capacity, risks, and readiness against program objectives.
- Strengthen sponsor governance, steering committee decisions, issue escalation, and partner accountability.
- Provide senior client-side leadership or support a prime contractor or consulting team in a defined delivery role.
Key Deliverables
- Partner Performance View
- Executive Decision Agenda
- Delivery Assessment
- Governance Improvements
Let’s Define The Right Leadership For Your Next Move.
Share your priorities, program phase, and leadership needs. We’ll discuss where I can take ownership and what a practical engagement could look like.