Maryrose joined Seagate Technology in 5/5/2005. Her job as IT Program Manager for the Sales & Marketing IT group started with a few projects related to Pricing. After Maryrose earned her reputation, now at Seagate, as rescue project leader, she began to be recruited to run high-profile projects in the Sales & Marketing group, among them the Maxtor acquisition project in 2006.

Maryrose carried over much of her IT enterprise strategy experience to Seagate. She help come up with standards for working with Seagate’s offshore IT partners in Singapore and China. Also, in the area of Enterprise Architecture, she partnered with the Enterprise Data folks to campaign for integrating sales and marketing data across the enterprise in line with her other projects to generate accurate summarized reporting across Seagate for Sales & Marketing. This effort was in line with the reporting requirements set forth by the then-new top Sales executive at Seagate. Another of Maryrose’s pet projects was in the area of project portfolio management, where she championed the process of providing proof that the business case was realized (after the implementation) as part of project closure.
 
Maryrose also received her Lean/Six Sigma training from the Business Excellence group at Seagate in 2006. It was the formalization of a working style she has always operated in all along.
 
In 2008, Maryrose was sent to Queenstown, New Zealand for Eco Seagate, together with 200 other selected Seagate employees and the Seagate Executive team. It was a unique team-building event intended to transform Seagate virally, 200 employees per year at a time. The criteria for selection was not known, but, given the novel experience and mission, one can assume this event was one for high performing employees.
 
Maryrose left Seagate soon after her return from Eco Seagate to pursue consulting.