01 · 2025 – 2026 · Asset Tracking · RFID · Store Ops
Asset Tracker
Role — Lead Program Manager (originator, sole builder)
Designed and built an internal mobile application for hardware check-in/out, RFID inventory audit, and device lifecycle tracking across 305 Nordstrom Rack stores. Delivered a full 12-screen application (rebuilt to phone form factor pre-POC), a SharePoint data model, and a metrics dashboard covering device utilization, loss trending, and audit coverage. Business case targeted $5.2M annual savings and 85% device loss reduction against a ~15% baseline. Ran a 7-month lifecycle from concept through a 2-store POC (Southcenter, Golden Creek).
Outcome
Recommended formal cancellation when POC evidence showed the enforcement gap could not be closed at 305-store scale without capabilities we did not have. Delivered a 14-section close-out report, 58 documented user stories, full version history, and the metrics library preserved for the successor program. Close-out adopted as the org-wide ISG template for future program close-outs.
02 · 2023 – 2026 · Infrastructure · Network · New Store Openings
Next Gen BOH Architecture (SIAB Deprecation / NSO)
Role — Lead PM · cross-program owner
Led enterprise infrastructure modernization replacing legacy VMware-based SIAB systems across 305 Rack and 116 Full Line stores against a hard VMware contract deadline, concurrent with deploying modern infrastructure to 14+ 2025 new store openings. Designed the dual-track strategy (Full Line Hyper-V vs. Rack centralized migration), Confluence tracking matrix, migration playbooks, and dependency map spanning SIAB, DHCP, NSO, and network. Identified a critical DHCP dependency neither program formally owned and partnered with NSG to declare centralized DHCP as the fix.
Outcome
100% Rack DHCP migration complete. 14+ 2025 stores opened on modern infrastructure (Brooklyn 5506, Lubbock 3726, Suwanee 7771, Holbrook 5501, Flower Mound 3719, and others). Spring 2026 pipeline of 5 stores actively deploying (Sarasota, Knoxville, New Orleans, Encinitas, Danville). Zero store opening delays attributable to the DHCP dependency; VMware contract renewal cost avoided.
03 · 2023 – 2026 · RFID · Hardware · Inventory
RFID Inventory & Hardware Rollout Program
Role — ISG PM — hardware rollout & incident management
Coordinated enterprise RFID deployment across 116 Full Line stores, 305 Rack stores, and DCs on a multi-vendor stack (SML Clarity, internal NAVI/Kafka/Passport, SIM, ServiceNow CMDB). Managed hardware refresh of 777 next-gen RFID sleds across 300+ stores using direct-ship logistics, first DC RFID go-live (145-test-case UAT), overhead / exit reader POC with Asset Protection, mobile printer firmware remediation at Stores 164/411/328, NSO Store 7769 hardware fitment plan, and SML vendor incident management (P2 outage across ~30 stores March 7, 2026; INC0004493037).
Outcome
70% inventory labor reduction vs. manual cycle counts. 80% of active merchandise categories RFID-enabled by Q2 2024 (excluding Jewelry and Beauty). First DC RFID go-live August 2025; Phase 2 rollout scoped across 5 additional DCs. Overhead reader POC validated in live store environments. Vendor incident escalation paths formalized in Jira and Slack for Clarity issues.
04 · 2023 – 2024 · PMO · Governance · Documentation
TSS / ISG PMO Design & Standup
Role — Lead / Owner (sole author)
Sole author of the program management operating model for TSS / ISG. Authored a 9-section playbook covering ways of working, required documentation, program lifecycle, status reporting, governance standards, KPIs, program close-out, and reference checklists. Defined 11 required and 5 conditional program artifacts, a phase gate model with entry/exit criteria, a decision-rights framework, G/Y/R status definitions with escalation triggers, and Confluence documentation standards. Applied to an active portfolio spanning Asset Tracker, SIAB Deprecation, NSO, NSK Migration, RFID, and others.
Outcome
20 playbook requirements defined across 5 strategic dimensions. First two quarters of governance run under the new model. Asset Tracker documentation confirmed as meeting or exceeding standard; its close-out subsequently designated as the org-wide template for future program close-outs. Shared PM vocabulary, consistent documentation expectations, and defined escalation protocol adopted across TSS / ISG.
05 · 2022 – 2023 · Portfolio Reporting · Infrastructure
ISS TIW Portfolio Dashboards
Role — Lead / Owner
Designed and delivered Power BI portfolio dashboards for ISS Technology Infrastructure & Workforce leadership. Defined the portfolio health metrics, program status aggregation, delivery KPI framework, and standard color/status convention aligned with ISS governance. Consolidated inputs from Jira, ServiceNow, and finance onto one data model.
Outcome
Consolidated portfolio visibility delivered to ISS leadership; dashboards embedded into the standing governance cadence. Established data-driven portfolio management as a repeatable practice within ISS.
06 · 2020 – 2021 · E-Commerce · Omnichannel · Digital Product
NRHL Program Management — ISS Swarm, BOPUS, Hack the Rack
Role — Lead TPM (three parallel tracks)
Lead TPM for NordstromRack.com's three concurrent 2020 programs under COVID-era emergency conditions: ISS Swarm (multi-track NRHL-to-JWN integration across operations, identity, infrastructure, developer tools, and business capabilities), BOPUS for Rack discovery and launch, and Hack the Rack (emergency inventory liquidation). Coordinated 15+ named stakeholders across product, engineering, UX, finance, customer care, and store ops without direct authority over engineering squads.
Outcome
Hack the Rack: 62,625 orders, 21,208 units, 241 stores in 57 days (March 19 – June 8, 2020). Homepage: NRHL iOS app live on Canvas by September 2020 (Canvas code in production September 23) — pre-Holiday target met. BOPUS: ND BOPUS at Rack launched March 29–30, 2021 across 10+ national markets; native Rack BOPUS business case projected $21M incremental net sales (H2 2022) and $41M for full-year 2023.
07 · 2020 · E-Commerce · CMS Migration · iOS
Homepage Redesign — Rack.com Canvas Migration
Role — Lead TPM
Owned TPM function for the Rack.com homepage redesign, migrating a 7-year-old 960px-grid legacy CMS to the JWN Canvas enterprise content platform across desktop, mobile web, and the iOS app. Coordinated 8+ stakeholders across product, engineering, and UX without direct authority. Managed component integration (app tile, carousel, department tiles, recommendations tray), tracked four open Canvas capability gaps for NRHL, and drove RBAC, search index separation, Optimizely, and recommendation data timing requirements.
Outcome
NRHL iOS app homepage live on Canvas September 23, 2020 — pre-Holiday target met. All component integrations complete across surfaces. Legacy CMS deprecation initiated, eliminating a long-standing engineering cost center and reducing editorial deployment overhead.
08 · 2020 – 2021 · BOPUS · Store Ops · Omnichannel
Pickup in Store Launch (BOPUS for Rack)
Role — Lead TPM
Owned TPM function for discovery, planning, and launch of Buy Online, Pick Up In Store capability at Nordstrom Rack across two variants: native Rack BOPUS and ND BOPUS at Rack. Coordinated across NRHL and ND product organizations plus Store Ops. Documented ML-based CFL score mitigation for a 28% documented store-fulfill cancellation rate — projecting 30–50% cancellation reduction while retaining 90–95% of demand.
Outcome
ND BOPUS at Rack launched March 29–30, 2021 across 10+ national markets. Native Rack BOPUS business case: $21M incremental net sales projected for H2 2022 and $41M for full-year 2023. Operational foundation laid for ongoing store fulfillment expansion.
09 · 2019 – 2020 · Robotics · Fulfillment · Infrastructure
Locus Robotics Picking POC — South Bay Fulfillment Center
Role — Tech Partner / Infrastructure Support
Infrastructure lead on the POC for a Locus Robotics AMR picking fleet at the South Bay fulfillment center. Owned infrastructure readiness: dense WiFi coverage validation, low-latency connectivity, and WMS integration prerequisites required for autonomous fleet operation. Partnered with EPM program team, FC operations, and the Locus vendor team.
Outcome
POC completed on schedule at South Bay FC. Infrastructure prerequisites validated in a live warehouse environment. Delivered leadership evidence-based inputs on the scale decision, including the facility-technology dependencies that do not appear on a robotics vendor's checklist.
10 · 2019 – 2020 · IT Operations · Portfolio Management · Finance
IT Business Management Program (ITBM)
Role — Lead / Owner
Designed and led the IT Business Management program within TechOps. Established portfolio-level visibility, financial and resource tracking framework, governance cadence, and reporting standards spanning multiple infrastructure and operational technology domains. Partnered with TechOps leadership, Finance, and ISM.
Outcome
Consistent portfolio visibility established for TechOps leadership. Foundational governance and financial tracking capability created for subsequent programs.
11 · 2018 – 2026 · Loss Prevention · Analytics · Fraud
Excessive Returns Program
Role — Major Contributor / Lead Analyst
Multi-phase enterprise program to identify, manage, and reduce return abuse across a $6–8B annual JWN returns environment (~34% Rack.com and ~45% N.com return rates). Analytical and BSA support within NRHL Customer Care in Phase I (sprint-based account management, 2018–2020), ML-driven analytics support in Phase II (2021–2022), and cross-phase synthesis into Phase III Forter fraud detection integration (2026). Consolidated the definitive multi-phase program history across NRHLCC, Analytical Sciences, and NEFI.
Outcome
$550K return demand reduced across warned and terminated cohorts. $2.5M+ LTM returns from 152 warned customers brought under management. 85% predictive model accuracy at the 35-unit threshold. $9,500 average returns avoided per excessive returner with early intervention. Phase II ML model grounded Phase III vendor selection.