I stood up the PMO function at the firm from scratch: project charters, a weekly cadence with the COO, and a balanced scorecard process covering every Tax and Legal staff member. The work doesn't just track projects, it creates the structure that lets the firm decide what to build next and whether it worked.
I own the firm's Power Automate flows: CRM reporting, collections reminders, stale lead follow-up, and BSC data pulls. The builds are rarely clean because the underlying systems weren't designed to connect. Most of the work is figuring out where the data breaks and building around it, whether that's a Snowflake query that was silently dropping 279 invoices or an Outlook connector that couldn't handle a shared mailbox.
I'm the firm's AI champion: I work with departments across the firm to identify where AI can reduce manual work, then take those initiatives from idea to production. In an accounting and legal environment, that means navigating compliance constraints, getting skeptical professionals to trust the tools, and building guardrails that make adoption possible rather than just policy-compliant.