The Journey
The thread connecting these roles isn't industry or function. It's the need to understand the system from inside it before I trusted myself to change it.
HEB · Applied Materials · AT&T · Progressive Insurance · O'Reilly Auto Parts
Before the planning systems, the ERPs, the strategic helms — there was the floor. Service in a grocery chain that never stopped moving. A semiconductor manufacturer where I wanted to understand the gap between what metrics said and what was actually happening. Corporate finance at AT&T — the anatomy lesson in what a business actually cares about. Underwriting across 20 states at Progressive — structured empathy with a compliance framework, thousands of human interactions that showed me every risk calculation is more complex than the form allows. A parts counter where supply chain decisions were physical and immediate, visible in my hand. None of this appeared on a career plan. All of it became ground truth I've drawn on ever since.
Junior Production Control Planner → Master Planner
Full master planning authority at a 300+ person manufacturer with a state-contracted workforce. ERP ownership, supply chain operations, KPMG-audited inventory management.
This is where I first took the helm. My job was to find the leverage points — where applied force let people carrying enormous weight set some of it down. I self-educated, formally educated, and synthesized processes when neither was enough. A two-week year-end inventory audit conducted alongside KPMG became an 8-hour operation by the time I left. A supplier's VP told me their copper foundry had eliminated overtime for our production line because we had become that predictable. I broke ERPs to understand them, then made them work. This is where I learned I could scale.
Production Control, Supply Chain, Planning, ERP & Lean Leadership · M&A Integration
Manufacturing operations, production control, master data, supplier strategy, ERP integration, and post-acquisition support across SAP and Oracle environments. Lean, S&OP, and continuous improvement leadership across facilities. M&A integration on both sides of the table — post-acquisition IMO Lead at Halliburton and operations SME at Chatleff through its acquisition by Danfoss.
Twelve years of operating at full depth across manufacturing and supply chain. At Halliburton: ~$2.4M portfolio cost reduction, ~$12M added facility throughput, ~$3.5M+ annualized supplier and material savings — and post-acquisition IMO Lead for the WellBore Technologies integration, covering supply chain continuity, ERP transition, master data migration, and trade compliance. At MKS: cut RMA response time from 90 days to 14 using Lean. At Danfoss: $1.5M obsolete inventory recovery and $6M overtime savings — and operations SME managing the contractual integration phase when Chatleff was acquired, including MSA negotiation, divestment analysis, and ERP master data design. I've been inside acquisitions from both directions. The supply chain breaks the same way each time. So does the fix.
Senior Consultant & Project Manager
Technology and process alignment across O365, SharePoint, Teams, Intune, Azure AD, and endpoint infrastructure. Translated operational needs into technology solutions for business-level decision makers.
The shift from operator to advisor. I had to learn how to transfer what I understood about operational systems into language and decisions that business stakeholders could act on. Small business modernization is unglamorous work — endpoint governance, collaboration infrastructure, operational continuity — but it demands the same systems thinking as any enterprise engagement. The difference is there's no margin for over-engineering. Every decision has immediate consequences.
Senior ERP Deployment Project Manager · via Insight Global
North America Deployment Team. Translated legacy infrastructure and business processes into SAP requirements across SAP, SAP CLM, SAP PI, SAP Ariba, and CoreCentric. Phase I: 50 key suppliers, one distribution center. CAPEX transformation environment of approximately $30M.
This was where I got to think alongside the people who had built 3M's proprietary ERP before the major platforms existed — engineers and planners from a different era who had solved problems no textbook covered. I got to tinker with what they'd built. That culture — where a regular Joe sat next to a C-suite executive on the company jet and had a real conversation — showed me what an organization looks like when it genuinely trusts its people across every level. I've been trying to carry that forward ever since.
Senior Program Manager · via Insight Global
Broad-scope stakeholder visibility for CAPEX initiatives ranging from $4M to $15M. Customer site assessments, upgrade requirements, engineering, construction, field support, training, and delivery. Scope of work development across design, surveying, and field support services.
Program management at the intersection of infrastructure and field operations demands a different kind of discipline — you're coordinating people in physical environments where delays have real costs and mistakes aren't reversible by a software patch. I learned to build master schedules that accounted for the chaos of real construction and field execution, and to hold stakeholder visibility across initiatives where the numbers moved constantly.
Senior Project Manager, SAP Cloud Readiness · via Insight Global
Led SAP IT systems and application cloud-configuration planning for approximately 300 systems and 2,400 servers. Coordinated readiness across BOBJ, BODS, BW, CAR, CRM/TPM, MDG, Fiori, HANA, Azure Load Balancer, and Adobe Data Services.
Cloud migration at enterprise scale is fundamentally a governance and dependency-mapping problem. The technical execution is the easy part — the hard part is knowing which systems touch which other systems, which teams own what, and how to sequence 300 interdependent workloads without creating cascading failures. I built the planning structures that made execution visible. The scale was different but the method was the same one I'd been refining since Chatleff.
Senior Business Systems Analyst & Scrum Master · via KForce
Utility technology projects supporting field operations and implementation teams on City of Austin Water initiatives. Cross-functional requirements analysis, Azure DevOps delivery structures, Agile sprint planning, and stakeholder alignment across regulatory and operational teams.
Public utility work operates at the intersection of regulatory constraint, aging infrastructure, and critical service continuity. There's no tolerance for disruption — the system serves people who depend on it. Working inside a public institution sharpened my understanding of how to align technical requirements to operational and regulatory needs when the constraints are non-negotiable and the stakeholders are measured by different success criteria than a private enterprise.
Senior Project Manager, Data Analytics · via Impellam
Reporting and analytics projects across cross-functional teams supporting executive reporting, operational reporting, enterprise transformation, and PMO visibility. Stage-gate execution, change control, audit requirements, and delivery quality standards. SOX §404 audit readiness advisory.
Data governance and analytics at enterprise scale is where supply chain thinking and IT program management fully converged for me. Building repeatable program mechanisms — preparation through deployment — and aggregating workstream status into program-level risk intelligence required the same pattern recognition I'd developed across manufacturing. SOX §404 audit readiness added a compliance dimension I'd carry directly into the governance architecture work that followed.
ERP, Compliance, Governance & Secure Infrastructure Transformation
Fractional IT, ERP, compliance, governance, and secure infrastructure leadership. Technical advisory across Microsoft 365, Azure, Entra ID, endpoint protection, and financial systems. Architected a governed AI and Zero Trust infrastructure reference environment. ~$45K annual cost avoidance delivered to clients.
Operating independently clarifies what you actually know versus what the org chart was doing for you. I built enterprise reference models connecting ERP governance, control visibility, cloud security, and secure infrastructure modernization — and tested them against real client environments. The governed AI reference architecture I designed here — dual-lane processing, chain-of-custody workflows, vector indexing, audit-ready data controls — is the most complete expression of everything I've been building toward. This is where the supply chain thinker, the ERP practitioner, and the systems architect finally operated as one.
Driver
After years at the helm of complex systems, I needed to remember what it feels like to be at the other end — to be the person the system is supposed to serve. Thousands of conversations. Thousands of different lives in the passenger seat. I practiced listening without an agenda. Every rider was a reminder that the systems we build either serve people or they don't, and you can't know which unless you've been inside both.
Delivery Driver
I see the dysfunction from the outside now, in a system I understand deeply from the inside. I plan my own route each morning — priority sequencing, time optimization, community knowledge. I serve the same people every day, which means I know them. I'm not in the seat where I could fix what I see. Not yet. But this placement is not accidental. I came here to stay grounded in what service actually requires — and to remember that impact isn't always proportional to title.