Lynn Reazin — Transformation & Enterprise PMO

The idea underneath the work

Every technology conversation is a fraction. Most organizations only ever argue about the bottom of it.

Cost is the denominator — the half that's easy to see, so it's the half that gets cut, defended and blamed. The numerator is what the money actually bought, and it's the one that almost never makes it into the room.

My work is putting both halves in front of the same people at the same time. Once someone can see the bottom number, they stop treating it as weather and start turning the dial.

Value

Cost

The whole thesis

What I actually do

Four things, and they hold each other up.

Make technology money legible

IT finance · TBM · the Bill of IT

Arrived where the CIO could see roughly a tenth of technology spend; left with the whole estate legible to the people making the decisions, plus the technology being bought elsewhere in the business. Then moved spend off headcount allocation and onto actual usage, with the usage published behind every charge — which is what turns a bill into a dial.

~40% of IT-purchased spend tied to real consumption rather than headcount

Build the operating model, then hand it over

Enterprise PMO · portfolio governance

Replaced five uneven portfolio directorships with two balanced roles plus a governance lead, and reset decision rights so people knew what they owned. The vision was two words — no surprises — worked through each direct report until I had agreement rather than acceptance. Within six months they were driving their own improvements.

2 weeks→3 days to onboard a project manager to independent ownership

Know what you own

Application portfolio · assets · vendor strategy

The hardest and least glamorous work I've done, and everything else stands on it — you can't make a fraction out of numbers nobody trusts. Built the enterprise software repository with a named owner and a disposition score on every entry, published firm-wide with capability search so anyone could check what we already owned before buying.

~2,500 applications catalogued, scored and published

Get AI genuinely adopted

Guardrails first — not pilots, daily practice

No mandate. Delivery labs where the team showed each other what they'd tried, and a channel where I planted a tip every other day until I didn't need to. Written down as a 17-use-case playbook still running enterprise-wide. On governance: a contract-evaluation GPT that Legal opposed, until I changed the terms — AI never signs anything.

~300 contracts a year through it, hours of analysis down to minutes

Apptio ATUM — the standard model for technology costs

The taxonomy the money work runs on. Not asking you to read it — only to know I can, and that I've implemented it at enterprise scale.

Standard model published by Apptio · ATUM

ServiceNow Common Service Data Model 4.0

The model the portfolio was built on. We built the repository against this, then mapped it to the cost taxonomy — which is what let one application carry both an owner and a number.

Common Service Data Model 4.0, published by ServiceNow

In others' words

“

She has a rare ability to build capabilities from the ground up: developing people, creating transparency on technology investments, leading vendor negotiations, or driving projects across the finish line. She doesn't just design processes but makes sure they work in the real world.

Shawn HickeyTechnology Director · managed Lynn at Burns & McDonnell

“

Her depth of knowledge across PMO practices, IT Finance, and IT Asset Management, spanning both hardware and software, is unmatched. She combines technical expertise with strategic vision, bringing clarity and structure to multimillion-dollar IT budgets and complex vendor relationships.

Lauren GerstnerTechnology Procurement Leader, Burns & McDonnell · reported to Lynn

“

She never assumes that because someone holds a leadership title they already have all the answers. She makes the time to mentor, coach and challenge her leadership team. She welcomes respectful disagreement, and supports us as we work through difficult decisions.

Traci CranorPortfolio Director · reported to Lynn at Cushman & Wakefield

“

She is an innovator and a storyteller, able to convey new and complex concepts in ways that are compelling and drive adoption. Lynn leads from the front and leads by example, with humility, integrity, clear communication and active listening.

Patrick LeonardHired and managed Lynn at UMB Bank

“

Her constant push for improvements challenges her teams to think bigger, refine processes, and deliver smarter solutions. She's a natural mentor, generous with her time.

Amy BeckerDirector of Strategic Initiatives, Lockton · reported to Lynn at Burns & McDonnell

By the numbers

35→17

Past-due key milestones, in a single month

1,000+→under 100

Missing hardware devices, recovered or accounted for

Under 1%

Employee attrition restarting a stalled merger, against a 5% planned tolerance

None

Substantial findings across six years of annual bank examination

How I work

Build the frameI'd rather build the rubric ten people can use than be the one person making ten decisions.

Trust first, then candorHonesty is earned, not announced. Nobody gets to be blunt on day one and call it culture.

Present a story, not a numberWhat I taught the people I hired into work they'd never done. One runs strategy at another firm now; two ran teams of their own.

Fit

Being clear about this saves us both a conversation.

Where I'm the right answer

Too many priorities and no honest view of what's actually on track
A PMO that reports status but doesn't change outcomes
Technology spend nobody can explain to the business
A function that has to earn its adoption rather than mandate it
AI enthusiasm that hasn't turned into daily practice
An estate nobody can inventory, priced by headcount because that's all anyone can measure

Where I'm not

A pure delivery role with no portfolio or governance mandate
Somewhere the answer is already decided and needs an administrator
Deep technical architecture ownership — I partner with those leaders, I'm not one
An organization where nobody is permitted to name the problem out loud

Titles that usually fit: VP or SVP of Transformation, Business Operations, Enterprise PMO, Technology Business Management or Strategy Execution. Director of IT Finance or Technology Strategy. COO-adjacent roles, and interim or fractional engagements of six to eighteen months.

Background

Cushman & WakefieldVP, Head of PMO · Technology Delivery Services

21-person global team across the U.S., U.K., Singapore and Indonesia; 40 to 50 concurrent projects inside a $9.5B, 52,000-employee firm.

Burns & McDonnellDepartment Manager · IT Business Management Office & IT PMO

Built IT finance, software and hardware asset management, vendor partnership and the IT PMO from the ground up. 21 people through three managers and two individual contributors.

UMB BankDirector, Enterprise PMO · reporting to the CIO

41 concurrent enterprise projects, 21 project managers, capacity planning across 700+ technology staff, at a bank that grew from roughly $19B to more than $30B in assets. Represented the full portfolio to federal bank examiners.

CommunityAmerica Credit UnionDirector, Consulting Services · VP, Enterprise PMO · VP / Director, Client Services

Created the enterprise PMO. Led a core-system conversion of roughly 37,000 hours, restarted a stalled merger that landed under 1% attrition against a 5% tolerance, and served as interim CIO at the CEO's request.

Primedia / Intertec PublishingSenior IS Manager · Business Analyst

Established the enterprise program office and directed the corporate capital program, chairing investment decision meetings with the executive team.

M.B.A., The University of Kansas · B.A. cum laude, Bethany College · PMP, current through 2029 · Certified TBM Executive · Executive coaching training, DDJ Myers · Elected school board member, 2015–2023

Let's talk

If anything on the "right answer" list sounds like your organization, I'd enjoy the conversation — whether or not there's a defined role open yet. I'm just as happy to be useful for half an hour as I am to interview.

lreazin@gmail.com · 913-915-9447 · linkedin.com/in/lynn-reazin