With 13+ years of technical project/program management experience, I’ve directly managed cross-functional teams to deliver high-priority, high-visibility projects for customers and drove internal strategic initiatives to deliver market-ready products, solutions, and process improvements across the organization.

In my most recent role at Arctic Wolf, I was tasked with designing and implementing their direct-to-consumer (B2B) channel. This involved creating a streamlined online purchasing process with custom pricing and integrating that into their existing manual sales workflows.

I led the development of a WordPress front end integrated with Stripe for payments and an internal AW application to leverage Stripe webhooks to manage notifications. I also built a self-service portal for customers to handle refunds and returns using Stripe's tools and developed a proof of concept (POC) with Stripe's JavaScript library to further streamline and improve the purchase flow.

On the operations side, I streamlined the pre-sales and sales operations by automating processes using Salesforce’s API suite. I replaced a complex manual workflow with five API calls that triggered key actions for internal systems to process the sale. Additionally, I designed an automated “activation,” “onboarding,” and “support” model using internal APIs to reduce manual tasks post-sale.

To improve support efficiency, I built a program that consolidated customer data into a single dashboard, enabling the team to manage and support customers more effectively.

As a Technical Program Manager, I blend my project management skills with technical expertise to drive successful program outcomes, ensuring systems are standardized, operationalized, and integrated to meet business objectives.

Obstacles are inevitable in any project. My approach to overcoming them starts with building strong relationships and fostering clear communication from day one. At Arctic Wolf, the challenge was introducing a direct-to-consumer channel while respecting the company’s existing reliance on channel partners and its core differentiator—concierge white-glove services. This posed a challenge to both messaging and market strategy.

To address these obstacles, I took a two-pronged approach. First, I focused on relationship-building across the organization, starting even before my official first day. I attended key meetings and visited the office early to ensure communication was open and that I had the support of the executive leadership team. This helped set a collaborative tone from the start.

Second, I consolidated stakeholder support by forming an executive council that met monthly to align on the program’s direction. I made sure to meet with each executive individually to listen to their concerns, clarify the market approach, and ensure alignment on messaging and strategy.

This approach helped me gain buy-in across the organization, ensuring smooth collaboration and a successful program rollout.

Successfully launching a project or program begins with aligning all stakeholders on clear expectations and well-defined business objectives, including success criteria for key milestones. The clearer these are from the start, the less likely conflicts will arise.

When priorities shift, it’s essential to assess the organization’s most critical needs. Project managers can address this by requesting additional resources, refocusing on key deliverables, collaborating with stakeholders to prioritize, and adjusting the schedule as necessary.

In any change - whether it’s scope, priorities, or other project adjustments - it’s important to evaluate the impact on the project:

Schedule

Cost

Quality