A perspective on Senior Manager - Collaboration Platforms
Chicago, IL
The leadership I’d bring
I’d lead the team around clear priorities, reliable Microsoft 365 services and coordinated delivery. I bring experience turning complex work into shared plans, guiding decisions across technical and business teams, and helping people follow through.
United Airlines · Since 2023
Business and technology · Process architecture
Microsoft power user · For decades
MBA · Business administration
01 / Leading the function
The team has to keep Microsoft 365 services dependable and secure while improving how employees work across Teams, SharePoint, OneDrive and Outlook. I’d lead across that full responsibility, from engineering and modernization to service operations, governance and team development.
Direction and priorities
I’d build the roadmap with the team around business needs, service health and engineering capacity. I’d make the tradeoffs clear so modernization and automation move forward alongside reliable day-to-day support.
Delivery and accountability
I’d keep ownership, dependencies and readiness criteria visible from planning through release and support. Regular reviews would connect delivery progress, incident trends and unresolved decisions to the next action.
People and partnerships
I’d set clear expectations, coach people through difficult problems and follow through on commitments. I’d engage Security, Infrastructure, Legal, Finance and business partners early, then give leadership a clear account of progress.
02 / Leadership in practice
In our lifecycle workshops, I brought managers and specialists together around five phases: plan, procure, deploy, operate and dispose.
I shaped the preparation and leadership narrative so the discussions could focus on ownership, dependencies and the points ServiceNow needs to track. I helped turn those discussions into recommendations and requirements for owner validation and technical review.
I bring people around a common objective, make delivery choices understandable and turn discussion into work another team can execute. I’d bring that same discipline to the Collaboration team’s priorities and commitments.
Select a phase to see the questions I bring to the work.
Plan
What needs to change, and who can decide?
Confirm the business need, the scope and the owner. Identify the decisions needed before work begins.
Procure
What are we approving, and what must be recorded?
Keep the business request, approval, entitlement and ownership information connected.
Deploy
What has to be true before the change is released?
Identify dependent work, technical validation, support ownership and employee communication.
Operate
How will we know the service is working as intended?
Agree what to monitor, who handles issues and which exceptions need a decision.
Dispose
What needs to be retired, reclaimed or recorded?
Coordinate retirement, access changes and record updates. Confirm that the responsible owners have completed their steps.
An illustration of my working approach, not internal operating records.
Platform judgment
In a SharePoint modernization discussion, I helped distinguish platform work from application changes, ownership and funding decisions. That clarified what needed input from technical specialists and business owners.
Operating structure
I created an engagement tracker for our business process team so requests, owners, dates and updates were visible together. The working record helped the team identify missing assignments and follow up on missing information.
Leadership responsibility
I’ve mentored an intern and a former apprentice as they developed in their roles. My manager has trusted me to represent her in an executive steering committee.
03 / Judgment across teams
In software asset management (SAM), I’ve helped scale the program through clearer ownership, priorities, requirements and leadership reporting.
A purchasing contact isn’t always the person accountable for a product’s use. A large spend figure isn’t automatically a savings opportunity. Those distinctions shape how I organize the work and explain it to leadership.
I’d connect platform decisions with SAM, Finance and business owners. The team would have a clear basis for licensing choices and a leadership message that separates confirmed results from opportunities.
Three situations. A connected approach to each.
An illustrative decision
Confirm the work people need to do, the access already available and any licenses that can be reassigned.
Bring the business owner, platform team, SAM and Finance into the decision. Give new users a practical path to their first useful task.
Here’s the confirmed need, the recommended allocation and how we’ll review use.
An illustrative decision
Confirm the reporting period, business need and any changes in the employee’s role. Find out whether they need help getting started.
Agree whether to support the employee, retain access or reclaim the license. Record the decision and validate the change with the platform team.
Here’s what we reviewed, what needs support and what can be reassigned.
An illustrative decision
Bring purchased rights, assignments, usage, confirmed future needs and contract timing into one view.
Work with owners to resolve uncertain demand. Separate potential savings, cost avoidance and confirmed financial results before recommending a renewal position.
Here’s what we need to retain, what can change and which decisions remain open.
Illustrative situations and proposed actions. No internal license data.
I’d bring that same discipline to platform changes and service improvements. A clear recommendation should lead to an agreed action, a responsible owner and a check that the change worked.
04 / Initiative and Copilot enablement
I’m Technology’s Everyday AI Change Champion representative and a generative AI subject-matter expert. I was a founder of the United GPT Community of Practice and now help lead Microsoft Copilot adoption through workshops, guidance and coaching.
My Copilot agents show how I take a recurring business need, create a usable solution and help others apply it. I’d bring that same initiative to the Collaboration team’s automation and improvement work.
Featured agent
131 total requests
I built Possibilities to identify relevant deliverables and use cases from an employee’s accessible work context. It explains why each opportunity fits and prepares a detailed prompt to carry it forward.
I connected work context, evidence and useful next actions in one reusable agent.
Try the actual agent
Find relevant work
Select useful opportunities
Prepare detailed prompts
Show me the possibilities of Copilot and generative AI.
Opens in your Microsoft 365 work account.
An agent I created
134 total requests
I built One-Pager to turn a meeting, file or business issue into a visual first draft. The person reviews and refines it for the audience before using it.
I shaped the instructions around clear content, visual organization and human review.
Try the actual agent
Understand the issue
Organize the message
Review the visual draft
Create a slide about: [meeting / file / topic]
Opens in your Microsoft 365 work account.
An agent I created
92 total requests
I built TL;DR to give colleagues a short synopsis of a meeting, file or topic. It preserves the central meaning so they can decide where to go deeper.
I gave the agent a focused purpose: get the reader oriented without creating another long summary.
Try the actual agent
Find the context
Identify the main point
Give a brief synopsis
Create a TL;DR of: [meeting / file / topic]
Opens in your Microsoft 365 work account.
An agent I created
89 total requests
I built Problem Definer to help colleagues examine the business problem behind a request. It turns scattered context into a problem statement, contributing factors and open questions.
I translated a problem-definition method developed with a colleague into a reusable agent.
Try the actual agent
Examine the request
Separate facts and assumptions
Frame the real problem
Create a problem statement from: [meeting / file / topic]
Opens in your Microsoft 365 work account.
An agent I created
85 total requests
I designed Recapper for people who need the key takeaways and next steps, not another transcript. It gives them a useful record to review and share.
I focused the instructions on relevance, clarity and the actions the reader needs to understand.
Try the actual agent
Review the discussion
Identify the takeaways
Make next steps clear
Create a recap of: [meeting / file / topic]
Opens in your Microsoft 365 work account.
An agent I created
82 total requests
I built Pressure Tester in response to a request from my managing director. It examines an idea’s strengths, weaknesses, risks and alternatives before the team commits to a path.
I made constructive challenge repeatable so the discussion can move beyond agreeing with the first proposal.
Try the actual agent
Understand the proposal
Test the assumptions
Consider a better path
Pressure test: [meeting / file / topic / idea]
Opens in your Microsoft 365 work account.
United Polaris
10 flightssince joining United
My United connection
My family arrived in California on a United flight when I was a baby. Years later, United helped me visit my future wife in Morocco. I still remember how the welcome in Polaris made a demanding journey feel easier.
I care about the people and systems that make that experience possible.
I’d like to bring the leadership you’ve seen in our shared work to the broader Collaboration team. I’d welcome a few minutes to discuss your priorities, the team’s needs and how I could help lead its next stage.