Proof, not promises.

A high-profile implementation at Fiserv, the global payments and fintech platform, had gone red. Deadlines were slipping, trust between the client and delivery team had eroded, and the account was firmly in escalation territory. It was the kind of project people quietly hope gets reassigned to someone else. I raised my hand and took full ownership of it instead.

I treated it as a collaboration problem, not just a project-plan problem. I assembled the right team, cleared the blockers no one had been empowered to clear, and re-established a single, honest source of truth on status. I was also the tech lead on this one, not just the delivery owner: I worked the fixes directly with engineering, owned the integration and sequencing calls, and made sure the technical plan and the client plan were the same plan. Instead of managing the client at arm's length, I brought them inside the work: transparent tradeoffs, realistic dates, and a visible plan they could trust. The escalation energy got redirected into shared momentum.

Digital banking implementations for credit unions ranging from $250M to $3.4B in assets and 17K to 194K accountholders, each a 7-10 month, end-to-end build with a launch date that could not slip. Every rollout spanned product, dev, SRE, support, training, sales, and finance, plus third-party vendor and partner integrations, and the company had staked an operational OKR on shipping these to production on time.

I owned the full SDLC across each implementation, running an Agile and hybrid-Waterfall blend sized to the reality of a regulated launch. That meant real cross-functional orchestration: keeping seven internal functions and external partners moving in lockstep, surfacing risk early instead of at go-live, and holding one coherent plan everyone could execute against. Not all of them were greenfield either: at one institution I carried a core conversion and a card conversion alongside the digital launch, which is three migrations of live member money running against a single immovable date. The delivery engine was the differentiator, and I was the person running it.

AI enthusiasm at the top rarely survives contact with a busy team. As a founding member (and the only woman) of a company-wide AI Adoption Council and my team's designated AI Champion, I had a mandate to make adoption real, not to run another pilot that quietly died. The hard part was never the technology; it was the skeptics, the change fatigue, and the fear of AI tech debt nobody would maintain.

I built Claude-powered automations that removed the grunt work: status reporting, Google Drive workflows, daily email digests, and Slack updates that erased hours of weekly PM admin. Then I taught the humans, prompt engineering, practical dos and don'ts, and the change management that walks a skeptic to daily use. I was adamant about responsible AI: everything I shipped was owned and maintained, not abandoned as unmaintained scripts and garbage docs. I also founded "Claudette-Code," a women-in-AI community, to keep the momentum social.