Glen Fullerton

Project Manager

Operations Manager

Business Intelligence Analyst

Lynnwood, WA, US

Portfolio Management

Leadership

Change Management

Azure DevOps

Lean Six Sigma

Strategic Planning

ERP

Available for hire fromNegotiable

Contracts

Enterprise transformation is rarely a technology problem. It’s a leadership, governance, and execution problem. For 30+ years, I’ve helped organizations turn complex IT and infrastructure initiatives into measurable business outcomes — aligning executives, delivery teams, and operational leaders around clear strategy, disciplined governance, and accountable execution. I specialize in: • Enterprise IT & Infrastructure Modernization • Cloud & Hybrid Transformation (Azure, AWS) • PMO & Portfolio Governance Design • Azure DevOps Implementation & Capacity Planning • ERP & Large-Scale Systems Modernization • Organizational Change & Executive Alignment My background spans public sector, aerospace, supply chain, and enterprise IT environments where delivery failure was not an option. I bring a calm, structured approach to high-visibility programs — combining traditional program governance discipline with modern Agile/DevOps execution models. I am particularly effective in environments where: Multiple initiatives compete for constrained resources Delivery teams lack standardized governance Executive visibility into capacity and risk is limited Transformation requires cultural as well as technical change Certifications include PMP, Lean Six Sigma Black Belt, CIPM, CSM, and CPIM. I am open to: • 100% Remote Enterprise Program Leadership • Digital Transformation Advisory • Fractional PMO / Governance Consulting • Contract or Interim Program Roles If you are navigating modernization, scaling delivery maturity, or aligning strategy to execution — I would welcome a conversation. Core Focus Areas Enterprise Program & Portfolio Leadership IT Infrastructure & Cloud Transformation Azure DevOps Governance & Capacity Modeling PMO Design & Delivery Standardization ERP & Systems Modernization Organizational Change & Executive Alignment Lean Process Optimization & KPI Development Thought leadership and long-form insights available at: GlenRFullerton.org

Projects

PMO Governance

Organizational Context A large aerospace manufacturing organization operated numerous cross-functional initiatives across engineering, supply chain, manufacturing, and customer support. These initiatives were critical to operational performance and long-term competitiveness, but delivery practices were largely decentralized across business units. Projects were often managed using different tools, methods, and reporting structures, which made it difficult for leadership to understand overall portfolio performance or manage interdependencies between initiatives. Strategic Challenge Leadership lacked a single, reliable view of enterprise initiatives and their associated risks, dependencies, and resource demands. Key challenges included: Fragmented project management practices across business units Limited visibility into enterprise project portfolios Inconsistent governance and reporting structures Difficulty prioritizing initiatives aligned with strategic goals Schedule and cost variability across major programs These conditions created risk for large cross-functional initiatives that required coordination across multiple functions and leadership teams. Leadership Role Supported the design and implementation of an Enterprise Project Management Office (EPMO) responsible for improving governance, visibility, and delivery discipline across enterprise initiatives. Key contributions included: Supporting the design of the enterprise governance framework Establishing standardized project lifecycle and stage-gate oversight Contributing to the development of portfolio intake and prioritization processes Supporting implementation of enterprise reporting and dashboard structures Helping establish project management capability development programs The goal was to introduce governance structures that allowed leadership to manage complex initiatives with greater confidence while maintaining operational flexibility across business units.See More

Delivery Systems - Azure DevOps

Organizational Context A large public sector technology organization was expanding its use of Azure DevOps as the primary platform for managing work across both application development and infrastructure teams. Although Azure DevOps provided powerful capabilities for backlog management, sprint planning, and work tracking, implementation practices varied widely across teams. Each group structured their boards, work items, and reporting differently, which made it difficult for leadership to understand delivery performance across the organization. As adoption increased, leadership recognized that the tool alone would not provide enterprise insight without consistent governance and structured reporting. Strategic Challenge Executive leadership needed reliable visibility into enterprise technology delivery in order to manage priorities, staffing, and risk. However, several factors limited their ability to gain meaningful insight: inconsistent Azure DevOps work item structures across teams lack of standardized sprint cadence and iteration schedules fragmented reporting approaches across projects limited visibility into workload and capacity across teams difficulty aggregating delivery data for portfolio-level reporting Without consistent governance and reporting structures, leadership could not accurately assess delivery capacity, prioritize work effectively, or identify emerging risks across the portfolio. Leadership Role Supported the design and implementation of governance structures for Azure DevOps usage across the organization to improve delivery transparency and portfolio visibility. Key contributions included: helping establish standardized sprint cadence aligned with the fiscal year supporting governance models for work item structure and backlog management contributing to the development of capacity planning frameworks supporting the creation of enterprise delivery reporting through Power BI The goal was to ensure Azure DevOps functioned as a platform suSee More

Transformation Programs - Infrastructure Modernization

Organizational Context Large organizations often operate infrastructure environments that have evolved over many years through incremental growth, urgent operational demands, and changing technology standards. Over time, this creates complexity across platforms, support models, governance processes, and delivery coordination. In these environments, modernization is rarely a single technical upgrade. It is typically a multi-workstream transformation involving infrastructure, applications, security, operations, vendors, and leadership stakeholders. Strategic Challenge Leadership needed to modernize critical infrastructure environments while maintaining operational continuity and managing risk across multiple teams and dependencies. Typical challenges included: aging infrastructure platforms and support models competing priorities across operational and project work limited visibility into cross-team dependencies inconsistent governance across modernization initiatives pressure to modernize without disrupting business operations These conditions made it difficult to sequence work effectively, allocate resources, and maintain confidence in delivery timelines. Leadership Role Led and supported infrastructure transformation initiatives requiring coordination across technical teams, business stakeholders, and delivery leadership. Key contributions included: establishing governance and delivery structures for complex modernization work improving cross-team coordination and dependency management supporting planning and sequencing across multiple workstreams helping leadership balance transformation goals with operational continuity strengthening delivery visibility for complex technology initiatives The focus was to ensure modernization efforts were structured, governable, and aligned with broader enterprise objectives.See More

Work History

Sr Project Manager

State of AZ, Dept of RevenueGovern enterprise IT portfolio of cloud, infrastructure, cybersecurity, and data initiatives aligned to agency strategic objectives. Partner with executive leadership to prioritize initiatives, allocate resources, and align delivery to business value and operational outcomes. Directed large-scale cloud migration of 450+ servers to AWS, ensuring continuity of mission-critical services. Established Azure DevOps governance framework, standardizing SDLC processes and improving portfolio transparency and reporting. Led enterprise data center migration, coordinating cross-functional teams under aggressive timelines. Implemented structured risk and issue governance, reducing delivery disruption across multiple concurrent initiatives. Delivered enterprise cybersecurity and compliance programs (MFA, NACHA ACH, identity governance). Contributed to PMO Center of Excellence initiatives, mentoring project managers and improving delivery standards.

Director Client Services

Rohan Web ServicesFull-time EmployeeFeb 2018 - May 2021 • 3 yrs 4 mosBuilt and deployed PMO governance frameworks including intake, prioritization, portfolio reporting, and executive steering committees. Transformed client PMOs into structured, value-driven delivery organizations aligned to business strategy. Directed ERP transformation (SAP S/4HANA) supporting manufacturing modernization. Led multi-cloud transformation initiatives (Azure + AWS) across enterprise environments. Established portfolio reporting and financial visibility models, improving executive decision-making and ROI tracking. Delivered end-to-end modernization programs in healthcare, retail, and construction sectors. Advised executive stakeholders on portfolio prioritization, resource strategy, and operational scaling.

Senior Program Manager

BoeingApr 1997 - Apr 2017 • 20 yrs 1 moManaged $200M+ enterprise transformation portfolio spanning supply chain, engineering, and production systems. Led global program teams across four countries, aligning delivery across complex stakeholder environments. Established and enhanced PMO governance frameworks, including portfolio intake, prioritization, and reporting structures. Partnered with executive leadership to align program investments with operational and financial objectives. Led M&A integration programs, aligning systems, processes, and organizational structures. Mentored project managers and contributed to continuous improvement of PMO delivery capabilities.

Education

Accuity Institute

6 Sigma Black Belt, Lean Six Sigma2017 - 2018

Fox Valley Technical College

APICS CPIM2017 - 2018

Buxton University of Derby

MS, Integrated Resource Management2001 - 2004

Buxton University of Derby

Bachelor of Arts (BA), Business Administration1989 - 1994

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