Infrastructure & Cloud Modernization.

Wide-area and local-area network equipment was end-of-life across most sites. Cloud workloads ran on-premises longer than they should have. Point-of-sale deployment across the field was inconsistent, slow, and expensive to support. Transaction times degraded with the network. The cost of doing nothing grew with each quarter the modernization waited.

I program-managed the modernization roadmap and partnered with finance to model the cost recovery, with networking leadership to sequence the WAN/LAN refresh, and with retail operations to coordinate field-site cutovers. I oversaw the cloud migration plan, designed the deployment sequence for the POS rollout, and coordinated with site general managers so each cutover landed without disrupting store activity.

The WAN/LAN refresh ran first — you do not migrate workloads onto a network you cannot trust. I designed a phased site schedule tied to transaction volume and refresh readiness, partnered with carriers on circuit upgrades, and coordinated field-site windows so stores stayed open during cutovers. Cloud migration followed a defined wave plan: identify the workload, validate the dependency map, migrate in small batches, and keep a documented rollback path until each workload was stable in production.

Risk management was explicit. Network cutover SLAs, transaction-degradation thresholds, and rollback criteria were reviewed weekly during the most intense months. The POS deployment was designed so that one site could be a template and the next ninety could run on it. Vendor coordination, store tech training, and post-cutover telemetry were built into the program, not appended at the end.

The program delivered a 15% reduction in infrastructure cost and a 25% improvement in transaction speed — measured across the WAN/LAN refresh, the cloud migration, and the POS deployment. The two metrics together signaled an operating environment that was cheaper to run, faster for customers, and easier for the field team to support.