Technology & Tools Strategy

 A large travel program had grown organically into a tangle of overlapping tools, shadow IT services, undocumented integrations, and inherited vendor relationships — with no unified strategy, inconsistent security compliance, and spiraling Azure costs. The technology portfolio needed architecture leadership, not just vendor management. 

Led strategy, governance, and roadmap across the full employee-facing travel technology portfolio: booking tools, mobile apps, chatbots, data services, and supplier integrations. Drove rigorous build-vs-buy evaluations across six vendors; defining data contracts, SLAs, and reporting requirements for each.

Designed and validated a federated authentication model meeting Secure Future Initiative requirement and strengthening supplier to corporate integrations. 

Executed a full Azure environment migration, decommissioning legacy systems and leading shadow IT inventory and service tree compliance, including security reviews, privacy compliance, and managed identity transitions.

• ~50% reduction in Azure subscription run-rate costs
• Full shadow IT inventory documented and brought into governance
• Federated auth model deployed meeting enterprise security mandates
• Vendor roadmaps aligned to internal program needs across six platforms
• Corporate interests represented in product governance at the supplier level

  Technology debt in travel programs is usually invisible until it isn't — a compliance audit, a data breach, a failed integration. Proactive portfolio governance isn't overhead; it's risk mitigation and cost recovery. Travel programs that treat their tech stack as a managed asset — rather than a collection of vendor relationships — consistently outperform those that don't.