Employees in current leadership scope through managers and team leads
Enterprise technology / operations / transformation
Technology leadership across operations, transformation, data & delivery.
I lead complex technology and business functions for Oregon Enterprise Information Services. My work spans PMO, procurement, financial operations, digital services, quality, compliance, enterprise data platforms, and major technology programs.
Selected work, case studies, metrics, and publications — built to show the work behind the titles.
Evidence, not adjectives
A few numbers that explain the scale.
Major technology programs independently overseen across Oregon government
Statewide digital government services supported
Reduction in open or stagnant portfolio risks and issues after process redesign
High-priority major IT procurements meeting required timelines
New public digital services onboarded in a typical year
01
Where I work best
Where I’ve led.
Transformation, service delivery, data, and enterprise operations — with governance and execution running through all of them.
Transformation & PMO
Integrated portfolios, executive governance, project rescue, resource planning, risk and dependency management, and delivery standards.
- 30+ major IT programs
- ~70% reduction in stale risks/issues
- Executive and legislative-facing reporting
Service Delivery & Customer Operations
Onboarding, support, service standards, customer experience, escalation, capacity planning, and scalable operating practices.
- 250+ digital services
- 15–20 launches annually
- Agency and vendor-facing support
Data & Analytics
Enterprise data platforms, open data, integrations, reporting, dashboards, governance, and oversight of data-heavy modernization programs.
- Data.Oregon.gov / Socrata
- APIs, data publishing, reporting
- Data migration and integration oversight
Enterprise Operations & Vendor Strategy
Procurement, contracts, billing, receivables, payables, vendor performance, financial controls, and multimillion-dollar technology acquisition.
- 100% high-priority procurement timeliness
- Millions in savings / cost avoidance
- Cross-functional finance, legal, and technology work
02
Selected work
What the work actually looked like.
Concrete examples across transformation, service delivery, data, governance, and enterprise operations.
Turned portfolio risk reporting into an action system.
Reworked PMO risk and issue management so every item needed an accountable owner, mitigation action, target date, and escalation path. Open or stagnant items fell by approximately 70%, and leadership gained a clearer view of where decisions were actually needed.
Data.Oregon.gov & enterprise open data
Managed and supported Data.Oregon.gov / Socrata as part of Oregon's enterprise digital-government portfolio, working with agency teams on data publishing, integrations, APIs, reporting, platform administration, and data-sharing workflows.
Statewide digital service portfolio
Supported Oregon.gov and more than 250 websites, payments, applications, data services, and other public-facing solutions. Helped agencies onboard roughly 15–20 new services each year through requirements, vendor coordination, troubleshooting, training, and handoff.
Independent oversight of complex transformations
Assessed major programs ranging from $5M to investments in the hundreds of millions, including delivery governance, vendor performance, data migration, interfaces, reporting, business readiness, budget, schedule, and corrective action.
Scaled a multi-function operating portfolio
Expanded from procurement and billing into PMO, accounts payable, E-Government, quality, compliance, facilities, and special initiatives. Built manager ownership, clearer workflows, onboarding, reporting, and escalation so the functions could operate without every decision routing through one person.
Made major IT purchasing predictable.
Rebuilt intake, prioritization, approvals, documentation, forecasting, vendor coordination, and compliance checkpoints. High-priority procurements met required timelines, while market intelligence and negotiation contributed to millions in savings and cost avoidance on enterprise technology purchases.
Made resource constraints visible before they became delivery problems.
Rolled out resource-capacity tools across the agency so leaders could see staffing demand, competing commitments, and portfolio constraints earlier and make better sequencing and priority decisions.
Put practical governance around emerging technology.
Helped develop EIS AI policy and an HR chatbot concept, focusing on useful applications, responsible adoption, staff confidence, risk, and where automation could reduce manual work or improve decision-making.
03
Leadership scope
Strategy, delivery, and the unglamorous work in between.
The connective tissue is usually where transformation succeeds or fails.
People leadership
Managers, teams, priorities, accountability.
Lead approximately 50 employees through 3 managers and 2 team leads across a broad enterprise-services portfolio.
Executive decision support
Make the problem legible before asking for a decision.
Use portfolio data, financial information, milestones, risks, capacity, dependencies, and technical evidence to focus leaders on the real tradeoffs.
Technical credibility
Enough hands-on depth to work across the boundary.
Background includes web development, databases, APIs and integrations, platform administration, digital analytics, and technical project delivery.
AI & emerging technology
Practical adoption with governance attached.
Helped develop enterprise AI policy and an HR chatbot concept, focusing on useful applications, risk, adoption, and measurable value rather than novelty.
04
Career
From hands-on delivery to enterprise leadership.
2024–Present
Administrative Services Director / Business Administrator
State of Oregon, Enterprise Information Services
2019–2024
Statewide Quality Assurance Program Manager
State of Oregon, Enterprise Information Services
2017–2019
E-Government Program & QA Analyst
State of Oregon, Enterprise Information Services
Earlier
Web Development, Education Technology & Editorial Leadership
Total Web Services / International Baccalaureate / University of Oregon / USA Hispanic
05
Credentials
Technology, management, policy, and communication.
Master's, IT Management
TECH Global University
Master's, Software & Systems Engineering
TECH Global University
M.A. Political Science
University of Oregon
B.A. English Literature & Spanish
Slippery Rock University
ITIL Foundation
Service management
English / Spanish
Bilingual
06
Thought leadership
Published work on technology quality, AI, accessibility, and change.
Five papers published through the Pacific Northwest Software Quality Conference.
- 2023
Quality & Risk Management Challenges When Acquiring Enterprise Systems Revised in the Age of AI
- 2022
Artificial Intelligence Is the New Astrology of Software Quality
- 2021
Managing Accessibility in Software Systems
- 2020
Towards a Culturally Inclusive Software Quality
- 2019
Software Based Disruptive Change Initiatives Require a Culture of Quality
Technology / Transformation / Service delivery / Data
Want the short version? Start with the resume.
For leadership and advisory conversations across enterprise technology, operations, transformation, service delivery, data and analytics, and public-sector modernization.