Project Manager, Alstom — LAX Automated People Mover
Turning complexity into decisions
Structuring customer needs, tradeoffs, and decisions on a $4.9B automated transit program.
Problem
A $4.9B automated transportation program with 44 driverless vehicles and six stations brought together changing customer needs, program blockers, testing, operational readiness, and multiple partner organizations.
Constraint
A single request could affect engineering, quality, commercial, testing, and operational-readiness work. Decisions often required clear tradeoffs across scope, feasibility, impact, ownership, and timing.
Approach
I owned the customer-facing needs pipeline, turning customer requests, change orders, and program blockers into scoped and prioritized requirements with clear owners across engineering, quality, and commercial teams.
When scope, feasibility, and impact were in tension, I worked with the customer and internal leads to frame the tradeoff clearly and identify what decision was needed.
Ambiguous problems became structured requirements, actions, and decision requests. Each month, I also translated complex program information into an executive narrative covering progress, risks, and the decisions that mattered.
Result
The work created clearer ownership and decision paths across open issues, helped accelerate cross-team decisions, and gave leadership a monthly decision-ready view of progress, risks, and key decisions.