Selected programs.

Context Frederick Douglass Tunnel replaces the 1873 B&P Tunnel — a chronic NEC bottleneck. The program serves 12M+ annual passengers along the busiest rail corridor in the United States and is one of the largest federally-funded rail capital programs in motion. Program-level reporting required integration across multiple platforms and disciplines under tight cost and schedule governance.

Role Owned the integration layer between scheduling (Primavera P6 XER), cost (SAP/ERP extracts), PMIS (InEight, SharePoint), and risk registers — and the executive-facing surface (Power BI dashboards plus RFI / Submittal / Correspondence / Permits trackers) that program leadership used to govern cost, schedule, change management, and risk at Program / Package / Discipline levels. Active member of the AI Working Group.

Context California Measures A & G bond programs fund modernization across four community colleges and the district office. Bond-funded delivery requires rigorous compliance with state oversight (DSA), Board governance, and contract-management discipline across multiple Construction Manager firms operating concurrently on dozens of projects.

Role Owned program-controls across the multi-campus portfolio: cashflow, Earned-Value KPIs, master P6 schedule maintenance, contingency drawdown, and document tracking. Built the controls discipline that tied CM-firm payment requests directly to contractual obligations, risks, and action plans — turning monthly invoicing from a transactional ritual into a program-control loop.

Context TG Core Funds had grown by acquisition into a portfolio of 50+ operating companies spanning real-estate development, BPO finance & accounting, service infrastructure, and SPVs. Each company carried its own ERP / CRM / PMIS stack with non-aligned cost-center hierarchies. Closing cycles ran 45 days; capital-allocation visibility was opaque; ML-driven performance detection was not feasible in the pre-integration state.

Role Co-led the integration and the standardization layer underneath it — the cost-center-hierarchy taxonomy that made all four real-estate typologies unifiable, the data-migration sequence across 50 source systems, and the early Python-based proof-of-concept tool that turned baselining into early-deviation detection. Plus the CRM and e-invoice API integrations (Facilita, Capys, TSE CRM, Oobj) connecting operating systems to the enterprise data lake and to the corporate payment platform.

Context Brazil's 2016 housing-market downturn pressured incorporadoras to scale-down or defer projects. EMISA chose to keep delivering — Avenida Parque became the platform-bet that proved post-crisis execution capability and preserved investor confidence in the portfolio.

Role Owned planning, financing coordination, and construction-management delivery end-to-end. Directed design and budgeting activities, vendor procurement, and schedule controls while keeping quality and compliance with financing-program standards across all five buildings concurrently.

Context Direcional was Brazil's largest homebuilder during the period. Regional-HQ procurement had to manage scale, schedule pressure, and vendor-quality variance across many simultaneous sites — with cost discipline tight enough to preserve margin in a low-income housing segment under BNDES + Caixa funding rules.

Role Led the contracting and subcontracting cycle end-to-end at the regional level — from prequalification and standardization across 30+ sites to individual negotiation and post-award commitment controls. The 10.3%- below-budget result wasn't unit-level negotiation; it was process standardization that compounded across the portfolio.

Context Anglo American's Barro Alto Nickel Mine was one of the largest greenfield mining capital programs in Brazil at the time, delivered by the SNC-Lavalin / Minerconsult engineering-and-construction-management joint venture as Owner's representative. Service-package contractors operating inside a $1.9B program face strict gatekeeping on change authorization, as-built quantification, and compliance documentation.

Role Coordinated field teams and compliance meetings; ran as-built and measurement workflows under PMBOK-aligned controls. Drove the change management that expanded contract scope ~31× via documented additions and negotiated amendments — a disciplined "earn-it-by-paperwork" expansion, not scope-creep.

Context Acquisition-driven growth at TG Core Funds required rapid integration of acquired firms into a uniform governance and reporting standard. Without that, capital-allocation decisions at the Investment Committee would be made on incommensurable inputs from each firm. The turnaround brought both firms onto a common governance + ERP backbone so capital decisions could be evaluated comparably.

Role Worked across the boundary between operational delivery and corporate governance: defined the governance frameworks the firms had to adopt, led the ERP implementation that gave finance and operations a common spine, built the cost-control models, and trained staff on the accounting and project-control functions. At the Investment Committee level, served as technical reviewer for resource-allocation proposals and CAPEX validation across both firms post-integration.