When I joined Capital One, I became known internally as the DeNovo PM—the point person for standing up brand-new retail bank branches across New York, New Jersey, and Connecticut. My mission: lead simultaneous builds from blank floor plan to ribbon cutting, ensuring every new location launched on time, on budget, and without compromise.

Headquartered in Capital One’s Hoppock, NY office, I typically had three to four branches in flight at any given time, each in a different phase of the build. That meant managing a constantly moving mix of logistics, site-specific complications, local regulations, and vendor coordination—on repeat.

Recognizing the complexity, I created a cradle-to-grave lifecycle playbook that became the standard for all new branch projects. It mapped every phase, milestone, and stakeholder handoff across a 3–6 month delivery timeline. More than just a checklist, it was a repeatable system that brought consistency, accountability, and real project visibility to a massive regional initiative.

Every branch build meant interfacing with at least 7 to 10 vendor and stakeholder teams, including:

• IT (hardware setup, account provisioning)
• Field Services (on-site networking)
• Telecom (voice/data infrastructure)
• Security (safes, cameras, alarm systems)
• Construction crews and interior designers
• HR and training for new branch staff
• Marketing and event planning for grand openings

I ran all of this while overseeing a $90 million annual budget and leading a core team of five to six internal PMs. Together, we managed the pace, quality, and coordination required to keep dozens of teams aligned across multiple branches—each in a different town, with different constraints, but all delivering under the same Capital One brand.

This wasn’t just project management. It was systems design at scale. And the framework I created continued to serve the organization long after I moved on.

My work with the State of Delaware began in 2019, when I was commissioned to build a custom set of project management workbooks tailored for their state-wide “GEAR” initiatives (Government Efficiency and Accountability Review). At the time, their teams were navigating a wide mix of methodologies and trying to align efforts under one cohesive delivery standard. I was brought in to translate the PMI framework into something practical, visual, and easy to implement across departments.

The original workbooks were grounded in PMBOK 6 and mapped closely to Delaware’s own asset library and project governance workflows. I created process diagrams, templates, and user-friendly guides that helped project teams focus on delivery rather than documentation. The deliverables became widely adopted across state agencies, especially for training new program leads and building consistency across cross-functional efforts.

In 2024, Delaware brought me back to fully update the playbook. This time, the mandate was more ambitious: integrate PMBOK 7, reflect the 2021 PMP Exam Content Outline, and include an entirely new section on agile delivery patterns. The focus was no longer just structure and templates—it was about mindset, value delivery, and giving teams the tools to adapt and evolve.

The updated version became a hybrid PM playbook that combined traditional and agile approaches, included side-by-side visual comparisons of processes, and used plain language to bridge the theory–practice gap. Every section is designed for clarity and adoption—even for those who’ve never been exposed to formal project management before.

In short, Delaware didn’t just ask for a book. They asked for a system that would last. And that’s what I delivered.

My work with PepsiCo’s global Project Management Office began at a critical moment—right in the heart of the COVID-19 pandemic. The company needed to upskill a cohort of high-performing R&D, Packaging, and Marketing project managers by getting them PMP certified—but without pulling them out of the business for weeks or relying on ineffective, self-guided learning paths.

PepsiCo turned to me to deliver a fully virtual, high-intensity solution. What I delivered was a 5-day, 35-hour live boot camp tailored specifically for their team:

• Daily group training and 1:1 private coaching
• Personalized exam simulations and grading
• Access to a video library, LMS, and support system
• Custom course materials, including workbooks and study maps

We compressed the full exam prep cycle into one week—and within 48 hours, all six participants passed the PMP exam. No delays. No do-overs. Just immediate, measurable results.

But this wasn’t a one-time engagement. After that initial success, PepsiCo brought me back for additional cohorts:

• An in-person boot camp at their Valhalla campus in 2024
• A hybrid training model with weekday AM/PM coaching and full-day weekend sessions for busy managers

Each cohort maintained a 100% pass rate and received rave reviews from the PMO. Their leadership recognized that my system worked not just because it was thorough—but because it respected the needs of working professionals who couldn’t afford to sacrifice productivity for certification.

Today, that training playbook has become a template for global expansion, and I remain a trusted delivery partner for executive-level certification strategy.

As Lead Project Manager for Aon Hewitt’s LEADeR® initiative, I led the global delivery of a multi-phase leadership assessment transformation project for one of our largest Fortune 500 clients. The stakes were high: their executive team needed to fix a broken leadership pipeline, unify a fragmented global assessment model, and introduce data-backed promotion practices across every level of management.

Working across Aon Hewitt, Infosys, and multiple client divisions, I oversaw development, testing, and deployment of a tiered assessment suite custom-tailored for four managerial levels. The toolkit included cognitive and personality tests, structured interviews, and a highly complex web-based simulation platform with level-specific UX flows.

Project execution included:

• 3 sprint cycles of QA, UAT, and release readiness
• Remote teams across Noida, Bangalore, and Mangalore
• Custom burndown, test cycle, and scope change reporting

Despite staffing delays and cross-vendor handoffs, we delivered every UAT milestone on time — transforming the company's assessment tools into a true competitive advantage.

ChatPM is a cloud-based, AI-powered assistant built to support modern project managers in navigating real-world challenges. Built on a three-layer architecture, ChatPM integrates GPT-4, expert-validated PM datasets, and user-specific inputs to provide dynamic, context-aware guidance. The goal: remove friction from daily project management by automating low-value tasks and surfacing strategic insight.

From predictive analytics and prompt templates to file analysis and knowledge retrieval, ChatPM becomes your “second brain” for getting things done. It’s already helping PMs reduce admin time, drive better stakeholder outcomes, and make faster, smarter decisions based on project history and organizational data. It also includes a fully managed Django backend, cloud deployment via Digital Ocean, and secure SSO options.

I led the entire initiative—from product concept and architecture to documentation, training materials, revenue model, and B2B pilot rollout. With features like .docx/.pdf ingestion, curated prompt libraries, corporate data overlays, and AI co-pilot functionality, ChatPM is not just a chatbot. It’s the next evolution of project intelligence.

At Estée Lauder, I led the replatforming of 57 aging VB6 applications critical to the global R&D division—specifically within their Cornerstone initiative, which governed packaging, labeling, and formula data used across all brands.

This wasn’t a lift-and-shift. It was a full enterprise modernization effort—spanning budget control, stakeholder consensus, UAT oversight, sprint planning, and executive reporting. The work involved cloud transformation, UX redesign, global team coordination (across Infosys, internal dev teams, and business units), and massive data migration initiatives.

To manage risk and maintain business continuity, I developed and maintained the full stack of governance artifacts: a milestone chart, Gantt, sprint roadmap, RAID logs, comms plan, business case, scope definition, and phased rollout strategy. The replatforming supported over 10,000+ global users and laid the foundation for future innovation across Estée’s digital infrastructure.