Open to VP and Senior Director roles, Dallas-Fort Worth or remote
Business transformationEnterprise AI enablementTechnology delivery
Realized,not projected.
More than 20 years turning enterprise technology into results finance can count. At Blue Cross Blue Shield of Massachusetts, my organization delivered $25M in realized administrative cost reduction and took daily AI use from 0 to 3,800 of 4,400 employees.
A use case is not a result until someone outside IT can count it.
Most AI programs report pilots, licenses, and demos. The programs I run report realized dollars and measured hours. At BCBSMA that meant a formal value realization office, 35 to 50 initiatives a year, and a quarterly review with a board committee.
That discipline is the reason more than 15 AI and agentic use cases are still in production today, and the reason $25M is a realized number rather than a forecast. Adoption follows the same rule: 3,800 people use AI every day because the work got easier, not because a license was issued.
Operating rule, applied at Sutherland, Cognizant, and BCBSMA
Signature result
Every square is one employee.
Blue Cross Blue Shield of Massachusetts had 4,400 employees and no daily AI use. As chair of the AI Governance Council, I took that to 3,800 people using AI every day, with human-in-the-loop controls under HIPAA and HITRUST.
0of 4,400 using AI daily
Daily AI userNot yet daily
1 square = 1 employee
0%4,400 employees
15+
AI and agentic use cases in production on Google Vertex AI and Gemini Enterprise, Microsoft Copilot, and Claude. All still running today.
230K+
Measured employee hours saved a year. Hours were counted, not estimated, and reported through the value realization office.
45%
Lower AI platform infrastructure spend, down to $2.7M a year, plus $5.4M in vendor credits secured.
About
Twenty-two years, one ladder, no skipped rungs.
My career began in 2004 as a Team Lead at Sutherland Global Services. Over nine years I worked through six promotions to Business Director, Site Lead, owned a $100M+ direct P&L, and led an organization that reached more than 4,000 employees in India. Along the way I launched delivery centers in the Philippines, Malaysia, the United States, and Bulgaria, then handed each one to a local leader. Those centers grew to more than 20,000 people.
At Cognizant I spent nine years moving from Deputy GM to Associate Director. That stretch included Medicare Advantage, Part D, and Managed Medicaid operations on a $21M budget, the constituent services integration after the TMG Health acquisition, and AI and intelligent automation delivery starting in 2015. By 2020 the retail, travel, hospitality, and consumer goods portfolio I owned had grown from $48M to more than $60M at 28% operating margins.
At Blue Cross Blue Shield of Massachusetts my title was Director, Enterprise Technology. The scope was a VP organization: more than 300 people, more than 30 direct reports, a $40M+ technology budget, a reporting line to the CTO, and a seat in front of a board committee every quarter.
Next, I am looking for a VP or Senior Director role where transformation, enterprise AI, and technology delivery are judged by the same standard: realized results. Based in Dallas-Fort Worth and open to remote.
How I work
Three disciplines that usually report to three different people.
Transformation sets the target, AI changes the work, and delivery keeps it running. Choose a lane to see how I run it and what it has produced.
Value counted in realized dollars, reviewed by people who sign the budget.
Initiatives run through a formal transformation or value realization office, and savings count once they are realized, not when they are projected. That approach carried a 300-role move to lower-cost locations at Sutherland and a $25M cost program at BCBSMA.
Value realizationOperating model designTransformation officeChange managementPost-merger integrationP&L ownership
$25MRealized administrative cost reduction at BCBSMA, from a value realization office running 35 to 50 initiatives a year.
~$400MCumulative savings over 24 months from the TMG Health constituent services integration at Cognizant, as measured by Cognizant.
~300Roles moved to lower-cost locations through the Sutherland Transformation Management Office, with no impact on existing employees.
12%Year-over-year contract value growth at Cognizant, alongside $1.1M in operating cost cuts from workflow automation.
Governed adoption, measured in daily users and hours returned.
Licenses are easy to count and mean little. As chair of the AI Governance Council at BCBSMA, my teams ran AI with human-in-the-loop controls under HIPAA and HITRUST, so use cases could move into production on regulated work. My AI and intelligent automation delivery goes back to 2015.
AI strategy and governanceResponsible AIGenerative AIAgentic AIVertex AI / Gemini EnterpriseMicrosoft CopilotClaudeKore.ai
0 to 3,800Daily AI users out of 4,400 employees at BCBSMA.
15+AI and agentic use cases in production, saving more than 230K measured employee hours a year.
4XPrior authorization review efficiency, from 15 to 60 reviews a day, with AI and workflow automation.
$5.4MVendor credits secured while cutting AI platform infrastructure spend 45% to $2.7M a year.
Clinical and business systems that stay up while they change.
Modernization only counts if operations never notice the cutover. At BCBSMA I ran Agile, DevOps, release management, and ServiceNow ITSM across employee, contractor, and vendor teams, and owned incident response, root cause analysis, vendor SOWs, managed services, and RFPs.
SDLC and AgileDevOpsRelease managementITIL v3 ITSMServiceNowAppianPegaVendor management
99.9%+Availability held on enterprise clinical and business systems.
$3.5MAnnual savings from replacing more than 75 legacy databases with Appian BPM and case management.
200+FTE Global Capability Center built in Chennai under a build-operate-transfer model.
24/7Lower-cost offshore service set up in India and the Philippines through the delivery strategy I designed at Cognizant.
Case studies
Three programs, with the numbers that came out of them.
BCBSMA, 2022 to 2026
Enterprise Automation and AI CoE
$25M
Realized administrative cost reduction
A value realization office that reported to a board committee.
As head of the Enterprise Automation and AI Center of Excellence, I built a formal office to run 35 to 50 initiatives a year. Results went to a board committee every quarter. The largest single platform move replaced more than 75 legacy databases with Appian BPM and case management.
35 to 50Initiatives run each year
QuarterlyBoard committee review
$3.5MAnnual savings, Appian consolidation
BCBSMA, 2022 to 2026
Prior authorization and the Benefit Agent
4X
Prior authorization reviews per day, 15 to 60
AI on the payer work that members and providers actually feel.
Prior authorization review rose from 15 to 60 reviews a day with AI and workflow automation, under human-in-the-loop controls. The Benefit Agent, built for providers, brokers, and the contact center, took tens of thousands of routine benefit questions out of the phone and chat queues every year.
30K to 40KCalls removed a year
15K to 18KChats removed a year
+3.2Points of provider satisfaction
Cognizant, 2019 to 2022
Travel automation, Associate Director
$6.8M
Savings, measured by the airlines
Refund and reservation automation that ran at airline scale.
For travel clients, I led delivery and served as solution architect for airline automation. The savings were measured by the airlines themselves. One Delta solution processed 35,000 refund requests a day, and reservation and refund automation cut average customer wait time by more than two hours.
35,000Delta refund requests a day
2+ hrsAverage wait time removed
28%Portfolio operating margin
Experience
Four roles, three companies, one direction.
Mar 2022 to Aug 2026
Director, Enterprise Technology
Blue Cross Blue Shield of Massachusetts, Boston (remote)
Led more than 300 people, including more than 30 direct reports, and owned a $40M+ technology budget, reporting to the CTO.
Delivered $25M in realized administrative cost reduction through a value realization office running 35 to 50 initiatives a year.
Took daily AI use from 0 to 3,800 of 4,400 employees as chair of the AI Governance Council; put more than 15 AI and agentic use cases into production, saving more than 230K hours a year.
Replaced more than 75 legacy databases with Appian, realizing $3.5M a year, and held 99.9%+ availability on clinical and business systems.
$25M realized300+ org$40M+ budget
2019 to Feb 2022
Associate Director
Cognizant Technology Solutions, Celina, TX
Promoted from Deputy GM. Owned the P&L for a retail, travel, hospitality, and consumer goods portfolio and grew it from $48M to more than $60M by 2020 at 28% operating margins.
Led delivery and architected airline automation that saved $6.8M, measured by the airlines, including a Delta solution processing 35,000 refunds a day.
Designed the offshore delivery strategy for lower-cost 24/7 service in India and the Philippines.
$48M to $60M+$6.8M saved
May 2013 to 2018
Deputy GM
Cognizant Technology Solutions, Celina, TX
Led the constituent services integration and change management after the TMG Health acquisition, delivering about $400M in cumulative savings over 24 months, as measured by Cognizant.
Ran Medicare Advantage, Part D, and Managed Medicaid BPO on a $21M budget; the healthcare growth strategy added 0.5M members.
Grew Comcast annual revenue from $350K to $35M in 18 months leading sales and delivery for the CommTech accounts.
TMG Health+0.5M members
Sep 2004 to Apr 2013
Business Director, Site Lead
Sutherland Global Services, Rochester, NY
Owned a $100M+ direct P&L from 2008 to 2012 and led an organization that reached more than 4,000 employees in India by 2010.
Launched delivery centers in the Philippines, Malaysia, the United States, and Bulgaria, which grew to more than 20,000 employees.
Sustained a $30M revenue stream at 30% margins, forecasting within 2%, and raised employee satisfaction to 93% from the mid-80s.
$100M+ P&L4 countries
Credentials
Education, certifications, and platforms.
Education
Bachelor of Science, Mathematics and Computer Science
Harvard Executive Education: AI Strategy to Implementation
Harvard Executive Education: Digital Transformation
Platforms
Google Vertex AI / Gemini Enterprise
Microsoft Copilot and Claude
Appian BPM and case management
ServiceNow ITSM
Pega and Kore.ai
Get in touch
If the next transformation has to show up in the P&L, let's talk.
Open to VP and Senior Director roles in business transformation, enterprise AI enablement, and technology delivery. Based in Dallas-Fort Worth, open to remote, and available now.
