Project Consulting

Enterprise Delivery You Can Count On
Before building training platforms and AI tools, I was in the trenches — managing high-stakes initiatives for some of the world’s most recognized organizations.

Guardian Life Insurance – Enterprise Help Desk & IT Systems

Early in my career at Guardian Life Insurance Company (GLIC), I worked under the leadership of Gulab Bhavnani, where I was tasked with building a scalable, enterprise-grade Help Desk operation to support more than 3,500 internal users across two major office buildings in Lower Manhattan.

I designed and implemented the full-service IT support structure, including the setup and staffing of Level 1 and Level 2 Help Desk analysts, along with a Level 3 on-site engineering escalation program for issues that couldn’t be resolved remotely. This three-tier support system handled everything from day-to-day troubleshooting to complex desktop and network issues — managing 75 to 150 service tickets per day.

In addition to operational staffing, I built the entire Standard Operating Procedure (SOP) library, created custom support scripts, and configured all associated phone systems, call routing, and ACD (Automatic Call Distribution) to streamline intake and resolution. We supported break/fix operations, conducted hardware refreshes, and handled all IMAC (Install, Move, Add, Change) events across departments.

I also led the development of the PC lifecycle and contingency strategy, ensuring continuity in the event of outages, hardware failures, or emergency relocations. I managed an annual operating budget of $2 million, balancing vendor contracts, hardware upgrades, and headcount planning.

This was more than just a support role — it was my crash course in enterprise service delivery. It taught me how to operationalize technology at scale, build processes that endure, and lead teams under pressure. That foundation became the blueprint for how I would manage people, systems, and complexity in every project that followed.

Capital One – Retail Branch Expansion

As an IT Project Manager for Capital One, I led the full-scope technology integration of over 20 new retail branches across the Northeast, overseeing $90 million in infrastructure assets. This wasn’t just a deployment—it was a multi-phased, high-visibility initiative that required precision coordination between internal teams and external vendors from groundbreaking to grand opening.

I served as the single point of contact for more than 10 internal stakeholder groups, including IT, Field Services, Network Engineering, Telecom, Physical Security, Construction, Marketing, and Human Resources. My role was to ensure that every function moved in sync — managing upstream decisions and downstream dependencies to maintain tight timelines and seamless execution.

To support this complexity, I introduced a custom real-time tracking system for IT assets, installation milestones, and contractor progress. This gave executives clear, cross-site visibility and empowered local teams to anticipate blockers before they became critical.

Under my leadership, we accelerated timelines, reduced coordination overhead, and maintained full regulatory compliance — completing all deployments with zero audit findings.

I didn’t stop at execution. I codified the entire process into a repeatable operating model, documented it as formal SOPs, and published the workflow to an internal web portal for complete transparency across departments. That standardized template became the default for all future branch openings at Capital One.

Aon Hewitt – Global Leadership Simulation Platform (“LeaDer”)

At Aon Hewitt, I was entrusted with delivering one of their flagship internal projects — the overhaul of “LeaDer,” a global leadership development simulation platform used by Fortune 500 clients. The system needed a complete rebuild from the ground up, across architecture, UX, and functionality, all while preserving the integrity of a high-visibility product.

As IT Project Manager, I led the initiative across multiple Agile teams, managing both back-end development and front-end enhancements, including localization for multiple markets. We replaced aging components with a scalable, cloud-friendly stack, redesigned the user experience to meet modern accessibility and usability standards, and revamped the analytics layer to support enterprise reporting.

Throughout the transformation, I drove stakeholder engagement across product managers, developers, and senior leadership, ensuring business objectives and technical deliverables were aligned. The project resulted in a faster, more reliable, and globally adaptable platform that directly contributed to Aon Hewitt’s ability to grow its leadership solutions business.

This was a career-defining opportunity to blend Agile delivery with enterprise product strategy — and a powerful lesson in delivering transformation that feels seamless to the end user.

Estée Lauder – Cornerstone Application Replatforming

At Estée Lauder, I led the company’s Cornerstone project, a large-scale initiative to modernize their aging application stack. The goal: replatform 57 mission-critical VB6 desktop applications that powered product development, creative, and packaging across 10,000+ global users.

This wasn’t just a technical upgrade — it was a strategic move to future-proof innovation across departments ranging from R&D to marketing. I coordinated business users, IT architects, vendors, and global stakeholders to ensure smooth migration to a secure, cloud-native architecture.

By centralizing project governance, tightening vendor timelines, and proactively managing scope creep, I helped the company improve system uptime, reduce support costs, and accelerate feature releases. I also ensured knowledge transfer by documenting migration roadmaps, dependency diagrams, and go-forward support protocols.

The result was a leaner, faster, and more scalable environment that now serves as a backbone for Estée Lauder’s digital product lifecycle. This project gave me a front-row seat to transformation inside one of the most sophisticated enterprise IT environments in consumer goods.

PepsiCo – Department-Wide PMP Certification Initiative

During the height of COVID, PepsiCo reached out with a bold challenge: certify an entire internal PM department in just two weeks — fully remote, with no delays.

I custom-designed and delivered an accelerated PMP bootcamp tailored specifically to their global PMO, incorporating their internal terminology, workflows, and real-world case studies into the training experience. Sessions were delivered live over Zoom with accompanying workbooks, mock exams, and weekly check-ins to support accountability and retention.

I taught core concepts, clarified tricky PMI logic, and helped every participant craft their exam strategy — including those who had failed the exam previously. By the end of the initiative, 100% of participants passed the PMP exam, and the team achieved full certification within the deadline.

This was one of the most rewarding projects of my career — not just because of the results, but because it showed how resilient learning can be when structure, urgency, and support are aligned.

KPMG – Custom PMP Curriculum & Operational Playbooks

KPMG needed more than off-the-shelf PMP training — they needed a strategic partner to help unify project delivery across multiple business units while preserving continuity in client work. That’s where I came in.

I collaborated closely with internal PMO leaders to design a custom PMP certification program that went far beyond the exam outline. I mapped KPMG’s proprietary workflows, language, and delivery frameworks directly into the course materials, so the learning experience reflected their day-to-day operations — not a textbook.

In tandem with the curriculum design, I conducted a comprehensive audit of their existing training resources, consolidating materials and eliminating redundancies. I then developed a suite of operational playbooks, standard work guidelines, and onboarding pathways for new project managers. These tools provided a consistent foundation across engagements, helping project teams align faster and deliver with greater confidence.

Over the course of the engagement, I trained and coached more than 30 project managers through this customized program — driving both certification success and internal delivery alignment.

This wasn’t just a training project. It was a strategic enablement effort that gave KPMG’s PMs the structure, language, and tools to deliver consistently in high-pressure client environments.