Workday Adaptive Planning
Led vendor selection, governance and executive alignment for budgeting and forecasting across Corporate FP&A and Windsor Multifamily. Coordinated requirements, risks, dependencies and implementation-partner delivery.
Kevin M. Clement · Enterprise technology executive
Technology leadership that moves the business forward.
I transform technology organizations by connecting business strategy, investment, modern platforms, and accountable delivery to measurable outcomes.
- $110M Technology portfolio aligned
- 200+ Initiatives governed at GID
- $5M+ Annual savings delivered
Executive focus
Set direction. Make choices. Deliver value.
The strongest technology organizations are clear about where they are going, what they will invest in, and how they will measure progress.
Business and technology strategy
Connect enterprise priorities to roadmaps, investment choices, and the capabilities the business needs next.
Modernization and AI
Advance enterprise applications, data, and practical AI with a clear line of sight to adoption and business value.
Execution and accountability
Build the teams, governance, and operating rhythms that turn priorities into visible commitments and reliable results.
About Kevin
Business fluent technology leadership.
At Genzyme/Sanofi, I led the commercial IT group, focusing on a major CRM implementation across North America and an information management strategy to integrate data and support better decision-making. Both were large, complex initiatives that connected technology investment to the needs of the business.
That experience shaped how I lead enterprise technology: start with the business outcome, make deliberate investment choices, and build the teams and systems needed to deliver. My work spans life sciences, real estate, education, consumer products, and professional services.
At GID, I built the technology PMO and its delivery foundation across corporate and property operations. Project standards, unified intake, governance, and portfolio reporting provided clearer priorities and accountability across more than 200 initiatives.
At Success Academy, I created and led the technology PMO, built a team, and established a more repeatable approach to change. My foundation as a former CPA with Deloitte connects financial discipline to technology leadership. Earlier experience with PepsiCo, Biogen, SonyBMG, and AutoNation reinforced a leadership style grounded in business context, transparent decisions, and strong teams.
Kevin M. Clement · Greater New York City area
Enterprise capabilities
Lead across strategy, platforms, people, and execution.
Enterprise technology leadership brings the business agenda, investment portfolio, operating model, and delivery teams together.
01 / DIRECTION
Technology strategy
Turn business goals into technology roadmaps, investment decisions, and operating models that support growth and change.
02 / VALUE
Portfolio leadership
Prioritize work across business value, capacity, and risk so leaders can make informed tradeoffs.
03 / MODERNIZATION
Enterprise applications
Lead modernization and integration across finance, CRM, operations, and other business-critical capabilities.
04 / EXECUTION
Transformation and delivery
Build governance, standards, and reporting that make commitments visible and surface issues early.
05 / INNOVATION
AI and automation
Apply AI to real workflows, accelerating project artifacts and executive reporting while retaining human accountability.
06 / PEOPLE
Leadership and culture
Develop trusted teams through coaching, clarity, ownership, and shared learning.
Finance transformation and AI delivery
Financial understanding. Practical technology delivery.
My former CPA and Deloitte foundation informs how I work with Finance leaders: define the business need, govern delivery and connect technology changes to operational value.
PredictAP
Invoice automation moves invoices through the payment cycle using parameters defined by the Finance team. My delivery work connects Finance-owned rules with the technology and implementation process.
AI in practice
Practical agents for delivery and decision-making.
I build AI agents around project and portfolio workflows, from recurring artifacts and notifications to leadership reporting and source-based project intelligence.
PORTIA
Project, portfolio and governance automation. Automates artifacts, updates, notifications and due-task tracking. Routes and prioritizes requests by rock size: sand, pebble or rock.
Explore PORTIASTRATA
Monthly strategic project updates. Creates an offline HTML leadership review from live Smartsheet data, with portfolio measures, project narratives and visible data gaps.
Explore STRATAProject Nexus
Project intelligence and knowledge. Connects SharePoint, Smartsheet, Jira and Confluence to answer questions, reconcile information and generate executive status decks.
Explore NexusProject owners validate source records, context and recommendations. Artifact gates support release quality. Nexus reads connected systems without changing them.
Selected career outcomes
Business results behind the strategy.
Examples of how technology leadership, clear investment choices, and disciplined execution create measurable value.
$110MTechnology portfolio aligned through governance and investment planning
80%Faster time to insight through information management modernization
$5M+Annual savings from a logistics turnaround
200+Initiatives within GID’s governance scope
- Built the technology PMO at GID, establishing project standards, a unified intake process, governance, and executive portfolio reporting.
- Created the technology PMO at Success Academy, growing the team and increasing annual project completions.
- Developed AI agents that automate project artifacts, recurring executive updates and portfolio reporting.
- Helped drive large CRM and information management modernization programs across complex organizations.
- Led cross-functional technology initiatives supporting market launches, patient experience, finance, and operations.
How I lead
Clarity, trust, and follow-through.
My leadership approach is simple enough to use every day and disciplined enough to work at scale.
Start with the outcome
Agree on the problem, the value, and how success will be measured before committing resources.
Make decisions visible
Use straightforward governance and honest reporting so teams and executives can act with confidence.
Put people first
Coach, listen, and create the conditions for talented people to do their best work.
Keep improving
Learn from delivery, address friction, and adjust the plan as circumstances change.
Lucid Bearing · Insights
Find your bearing. Lead with clarity.
Ideas from my work in leadership, PMO design, and practical AI for project delivery.
The Leadership Lens
Trust
Strong teams begin when people can bring hard questions forward and know they will be heard.
Read the thought → The AI Delivery CompassAI will not replace project leadership
AI can accelerate the work around delivery. Accountability and judgment still belong to people.
Read the article → PMO in PracticeBuilding a delivery foundation
What standards, intake, and governance need to accomplish when an organization is moving fast.
Read the article →The story behind Pilot22
A pilot's mindset for technology leadership.
Pilot22 grew from my love of aviation and my experience as a private pilot. A good flight starts with a destination, a sound plan, and an honest assessment of the conditions. Once underway, you monitor what is happening and make thoughtful corrections.
I bring that same discipline to technology leadership: prepare well, communicate clearly, stay alert to change, and debrief so the next effort is stronger.
Connect with Kevin
Let's talk about what technology can make possible.
I welcome conversations about enterprise technology leadership, modernization, transformation, and building organizations that deliver lasting value.