Case Studies

Real challenges, practical solutions, measurable results.

Governance / Framework Design / Portfolio Management

Building the IT PMO from the Ground Up

Transformed chaotic project execution into a structured portfolio system—delivering visibility, governance, and efficiency in 60 days.

I built a lean, enterprise-ready PMO from scratch—streamlining intake, execution, and reporting using flexible tools and cross-functional alignment models.

Context

Following major leadership shifts, budget cuts, and a 40% workforce reduction, the IT organization at a mid-sized biotech firm had no functional portfolio structure. Projects were being run ad hoc, with no intake process, no oversight, and no visibility into status or value. The business was demanding speed and accountability—while IT had neither the headcount nor the infrastructure to deliver it.

Challenge

No formal project intake, gating, or prioritization process
No standardized documentation or chartering system
Inconsistent project execution with little cross-functional visibility
Leadership had no clean way to assess project health, pipeline, or resourcing
Technical IT leads with limited PM experience were expected to run projects
Unclear distinction between project work and operational activities

Approach

I completely decoupled, simplified, and revamped all processes, methodologies, and frameworks from the existing PPM model. I built upon the capabilities of technical IT leads who weren't PMs by trade but were expected to run projects following frameworks designed for a different era at the company.

Over 4-6 months, I delivered a functional PMO—training the team, implementing frameworks, and retooling delivery methods. The following 6 months focused on iterative improvements, regular training, and feedback loops that empowered our people to think about projects in ways that translated to their language.

What I Built:

Streamlined Portfolio Management System
- Intake form → request queue → charter workflow → dynamic dashboards
- User-friendly interface for simplified stakeholder interaction (no training required)
- Weekly automated status update cycles with compliance reminders
Project Lifecycle Framework
- Built upon, transformed, and expanded an existing model
- Flexible methodologies: waterfall, agile, Kaizen, Lean, JDI
Document Governance Standards
- Folder structure + naming conventions across all projects
- Role-based SharePoint access; archiving policy for completed projects
- Final deliverables gated by quality reviews and handoff checklists
Team Charter & Operating Cadence
- Bi-weekly governance meetings with clear roles for CIO, sponsors, and PMs
- Structured approvals for charters, resource assignments, and project closures
- Redefined the distinction between project work and operations
Mentorship and Role Clarity
- Mentored PMs and non-PMs through the framework
- Created playbooks and FAQ guides to onboard new staff fast
- Removed bureaucracy and simplified stage gates
Executive Visibility
- Built out improved reporting cadence
- Established governance and ownership around the new "IT PMO Team"
- Gave executives, stakeholders, and sponsors visibility into ongoing efforts and spend in ways they didn't have before

Result

Portfolio went from zero governance to fully operational within 60 days
Enabled full project visibility across $10M+ in annual IT work
Reduced project intake cycle time from "whenever someone chased someone" to < 7 days
Built a governance structure that scaled with zero additional headcount
Created a durable system that continues to function even in my absence

This experience reinforced my belief in practical frameworks over theoretical models. I didn’t try to "buy" a PMO—I built it inside the real constraints of a small team, with real-world tooling and clear roles. It wasn’t about creating process for process’ sake—it was about giving IT a way to say yes, track risk, and move faster without losing control.

Skills Demonstrated

Portfolio automation and workflow development
Governance model design and implementation
Process optimization and standardization
Cross-functional alignment and buy-in
Documentation and knowledge transfer

Lessons Learned

Simple, usable systems beat complex theoretical models
Automation is essential for small teams managing large portfolios
Stakeholder experience must be frictionless for adoption
Documentation standards pay dividends during staff transitions

Divestiture / TSA Management

Asset Divestiture Management

Managed multi-million-dollar pharmaceutical asset divestiture with zero compliance issues—while reducing transition costs by 15% through strategic vendor consolidation.

I led complex infrastructure, data, and system transitions during a major pharmaceutical asset divestiture, overseeing a team of five project managers throughout the process.

Context

Following a Fortune 500 company's acquisition of a significant pharmaceutical asset from a public biotech firm, I established and executed a complex 12-month Transition Service Agreement (TSA). As the IT leader for the divesting entity, I was responsible for the seamless transition of validated systems, clinical data, and infrastructure while maintaining strict regulatory compliance and business continuity.

Challenge

Managing complex dependencies across infrastructure, applications, and data
Ensuring regulatory compliance throughout the transition of validated systems
Coordinating IT infrastructure transfers across multiple physical locations
Executing the transition with minimal disruption to ongoing operations
Preventing staff burnout while managing competing priorities
Operating under tight contractual timelines with limited resources

Approach

Leadership Structure: I led a team of five project managers, each responsible for different aspects of the transition, creating clear accountability and specialized focus areas.
Assessment & Planning: I conducted a comprehensive inventory of all systems, data, and infrastructure components affected by the TSA. I developed detailed transition plans with clear dependencies and milestones.
Governance Structure: I established a cross-functional governance model with bi-weekly status meetings, clear decision-making processes, and documented escalation paths.
Portfolio Management: I created a centralized portfolio view of all TSA workstreams, enabling executive visibility into progress, risks, and dependencies.
Resource Optimization: I implemented resource allocation strategies to maximize efficiency across limited internal teams and external vendors, reducing vendor costs by 15%.

Result

Successfully transitioned all systems, data, and infrastructure within contractual timelines
Maintained regulatory compliance throughout the transition process
Executed without downtime, data loss, or compliance misses—under tight contractual timelines
Reduced transition costs by 15% through effective vendor management and resource optimization
Created reusable transition frameworks and documentation for future M&A activities

This work showed how structured governance and clear accountability can turn potentially chaotic transitions into orderly, predictable processes. By focusing on dependencies and risks early, we avoided the typical fire drills that plague most divestitures.

Skills Demonstrated

Strategic IT portfolio management
Cross-functional leadership
Team leadership and delegation
Regulatory compliance management
Vendor and contract negotiation
Risk assessment and mitigation

Lessons Learned

Early planning is critical for complex transitions
Clear governance prevents scope creep and timeline slippage
Documentation is essential for compliance and knowledge transfer
Stakeholder alignment must be continuously maintained
Reusable frameworks accelerate future transitions

IT Infrastructure & Technology Delivery / Multi-Site Program Management

Facilities Tech Program Rollout

Delivered a $4M IT infrastructure program across 7 biotech facilities—establishing standardized technology foundations for BLA submission and FDA approval.

I led the end-to-end IT strategy, planning, and execution for multiple facility builds supporting a high-growth biotech company’s clinical and commercial scale-up.

Context

Between 2021 and 2023, I led the IT portfolio delivery for a biotech company scaling toward BLA submission and FDA approval. The business expanded physical operations across the U.S., including four donor facilities, a CLIA lab, centers of excellence for R&D and QC, and a headquarters retrofit. Each facility required modern, secure IT infrastructure to support clinical and commercial readiness.

Challenge

IT wasn't included in early real estate planning, creating misaligned timelines
Small internal team (8-10 staff) with heavy reliance on external vendors
No unified standards for facility technology implementations
Multiple parallel construction projects with competing priorities
Resource constraints leading to burnout and reactive risk management
Scope complexity—everything with an Ethernet cable fell under IT's responsibility

Approach

Established centralized program governance
- Created a Facilities Tech Team with tiered reporting structure
- Assigned dedicated PMs to specific facilities and IT activities
- Implemented cross-project vendor and resource management
- Established regular OAC (Owner-Architect-Contractor) coordination meetings
Developed standardized technology foundations
- Modernized corporate internet with Zero Trust architecture
- Created facility guidelines for server rooms (MDF/IDF)
- Standardized network, AV, security, and end-user equipment
- Implemented consistent documentation standards across sites
Implemented structured vendor management
- Coordinated multiple specialized vendors across technology domains
- Established clear SOWs and handoff procedures between vendors and internal teams
- Created consistent oversight for multi-partner engagements
- Developed streamlined procurement processes for equipment

Result

Successfully delivered IT infrastructure for 7 operational facilities nationwide
Maintained occupancy timelines despite COVID-related supply chain challenges
Shifted IT from reactive support to strategic planning partner
Established replicable models for future facility projects
Delivered a secure infrastructure supporting the path to FDA approval

Skills Demonstrated

IT Program and Portfolio Management
Strategic Infrastructure Planning
Vendor Management and Coordination
Cross-functional Leadership
Budget Planning and Financial Oversight

Lessons Learned

Early IT involvement in facility planning prevents downstream rework
Standardized designs accelerate delivery without compromising quality
Structured vendor management is essential for complex programs
Clear documentation standards simplify knowledge transfer
Program governance enables clarity and accountability in resource-constrained environments

Financial Management / Budget Systems

IT Budget Tracking System

Transformed fragmented financial tracking into a unified system—identifying $850K in savings and cutting reporting time by 75%.

I designed and implemented a comprehensive IT budget tracking system to manage $10M+ in annual technology spend with clear visibility and controls.

Context

The IT department lacked a centralized system for tracking and managing its $10M+ annual budget across multiple cost centers, projects, and vendors. Budget data lived in silos—across spreadsheets, inboxes, and disconnected reports—making it difficult to forecast spending, identify variances, or make informed decisions about resource allocation.

Challenge

No single source of truth for IT financial data
Manual, error-prone processes for budget tracking and reporting
Limited visibility into vendor spending and contract utilization
Difficulty forecasting and planning for future expenditures
Inconsistent financial reporting to leadership

Approach

Requirements Gathering: I worked with IT leaders, finance teams, and project managers to identify key requirements for budget tracking
1. System Design: I designed a comprehensive solution with interconnected tracking for different financial aspects (vendors, projects, capital vs. operational expenses).
2. Automation Development: I built automated workflows for data validation, approval routing, and notification triggers when thresholds were exceeded.
3. Dashboard Creation: I created role-based dashboards providing different views for executives, managers, and project leads.
4. Integration: I established connections to procurement and finance systems to reduce manual data entry and improve accuracy.
Result
- Consolidated all IT financial data into a single, accessible system
- Reduced budget tracking and reporting time by 75%
- Improved forecast accuracy by 40% through better historical data analysis
- Identified $850K in potential savings through improved vendor management
- Enabled real-time financial visibility for leadership decision-making
This project demonstrated how the right tools and processes can transform financial management from a reactive exercise to a strategic advantage. By making financial data accessible and actionable, we turned budget management into a competitive edge.
Skills Demonstrated
- Financial systems design and implementation
- Workflow automation and dashboard development
- Process optimization and standardization
- Data integration and validation
- Financial reporting and analysis
Lessons Learned
- Financial transparency drives better decision-making
- Automated alerts prevent budget surprises
- Role-based views increase system adoption
- Integration with finance systems is essential for accuracy

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