• Responsible for Peraton's Approved Purchasing system, Procurement policies and procedures, Small Business office, all indirect (company) purchasing. • Led the Peraton Subcontracts organization and responsible for oversight for a team of around 120 geographically dispersed subcontract administrators and subcontracts managers who perform activities that span the entire procurement cycle, including but not limited to: negotiation of non-disclosure agreements (NDAs) and teaming agreements, preparation of solicitation packages to subcontractors, evaluation of subcontractor proposals, price analysis, negotiation of terms and conditions, subcontract administration, issue resolution, and closeout activities• Manage and oversee the Earned Volume Discount program with some of Peraton's key suppliers that generates cost savings on a quarterly basis and responsible for the system and process used to acquire staff augmentation.

• Responsible for Perspecta’s Approved Purchasing system. Successfully led the team through a CPSR in December 2020 and received an approved purchasing system in February 2021. Served as the company’s point of contact with the DCMA and directly interfaced with them prior, during and after the CPSR review. • Led the Perspecta Subcontracts organization and responsible for managing a team of around 70 geographically dispersed subcontract administrators and subcontracts managers who perform activities that span the entire procurement cycle, including but not limited to: negotiation of non-disclosure agreements (NDAs) and teaming agreements, preparation of solicitation packages to subcontractors, evaluation of subcontractor proposals, price analysis, negotiation of terms and conditions, subcontract administration, issue resolution, and closeout activities• Manage and oversea the Earned Volume Discount program with some of Perspecta’s key suppliers that generates cost savings on a quarterly basis.

• Led the procurement integration activities to consolidate the legacy companies, Vencore Inc and Enterprise Services LLC. Transformed the procurement teams to an end-to-end procurement process and aligned to the business to better support the customers. Harmonized the procurement processes across the legacy companies to achieve efficiencies. • Led the Procurement Operations organization and responsible for overseeing a team of around 100 geographically dispersed subcontract administrators, material buyers and managers who perform activities that span the entire procurement cycle, including but not limited to: negotiation of non-disclosure agreements (NDAs) and teaming agreements, preparation of solicitation packages to subcontractors, evaluation of subcontractor proposals, price analysis, negotiation of terms and conditions, subcontract administration, issue resolution, and closeout activities• Responsible for creating and maintaining all company procurement policies and procedures and ensuring that all procurement/subcontracts personnel adhering to all regulations, company policies and procedures. Defines required procurement/subcontracting competencies and deploys appropriate training programs to ensure employee development and success

• Developed a new Procurement Manual for Vencore as part of the integration activities around the merger of The SI Organization and QinetiQ North America, including harmonizing all the necessary policies and procedures and developing a streamlined buyer checklist that is used for every procurement to ensure that all policies and procedures are met• Responsible for leading the team through a CPSR audit in August of 2016 which resulted in Vencore receiving/maintaining their approved purchasing system.• Led the Vencore Procurement Organization and was responsible for overseeing a team of around 35 subcontract administrators and buyers who perform activities that span the entire procurement cycle, including but not limited to: negotiation of non-disclosure agreements (NDAs) and teaming agreements, preparation of solicitation packages to subcontractors, evaluation of subcontractor proposals, price analysis, negotiation of terms and conditions, subcontract administration, issue resolution, and closeout activities

• Responsible for the Global Supply Chain and Procurement organization that consisted of a team of around 13 subcontract administrators and material buyers that perform activities that span the entire procurement cycle, including but not limited to: negotiation of non-disclosure agreements (NDAs) and teaming agreements, preparation of solicitation packages to subcontractors, evaluation of subcontractor proposals, price analysis, negotiation of terms and conditions, subcontract administration, issue resolution, and closeout activities• Responsible for implementing company policy, providing advice on all subcontract and material purchasing.

• Capture Manager for Engineering Change Proposals (ECPs) ranging in size from 300K to 447M - Streamlined ECP process, trained another person to lead ECPs and developed an ECP resource library• Responsible for managing 22 subcontractors comprising of around 115 people. Worked closely with the subcontracts administrator to ensure that the subcontract agreements were modified as needed. Administered the award fee plans for the Cost Plus Award Fee subcontractors.• Identified/Developed/Implemented an Internal Communications Strategy to help improve the program communications and ensure that everyone on the program had they information they needed.• Deputy Program Manager – responsible for ensuring that the CLIN leads on the program monitored their costs. Developed and presented the monthly Business Monthly Review (BMR) package to the CO and COTR on the contract

• Developed and implemented a program designed to assimilate and mentor college graduates and interns to enable them to contribute to various programs within the company.• Managed a team of 10 engineers and 6 Interns; supported all college graduate and Intern hiring days; responsible for hiring for the NSI division within The SI• Worked with various Program Managers to acquire clearance sponsors and develop placement opportunities

Member of the Advanced Technical Leadership Development Program (ATLP) which consisted of 3 rotational assignments.Resource Lead for Enterprise Capability Engineering (ECE) - July 2006 – December 2006• Stood up a new skill center and established recruiting requirements/ process for remote sites• Established a process for mapping training dollars spent to training imperativesInternal Research and Development (IRAD) Project Lead - January 2006 – July 2006• Led project valued at approx $400K; Interviewed and selected 3 people for the project • Created a schedule, identified processes to follow and tools to be used, organized weekly project status meetingsCost Volume Lead - October 2005 - December 2005• Prepared all the Basis if Estimates for the proposal valued at approx $2.7M • Created a proposal schedule, managed the Bid & Proposal budget, and obtained approvals to submitCapture Manager - October 2005 – November 2005• Lead the proposal effort valued at approx $900K • Prepared and managed proposal schedule, managed the Bid & Proposal budget• Prepared all Basis of Estimates and provided the following portions of the technical volume: Exec Summary, Write-up for one of the studies, program management

• Integrated Product Team Lead - Provided leadership for a software version where responsible for the overall schedule and performed Cost Account Management (CAM) duties including EVMS for approx 25,000 hrs, Participated in the October 2005 SCAMPI A Audit as the POC for the CAR portion• Software Lead/ Mission Lead - Responsible for software schedule and cost for a software version release with an estimated effort of 14,000 hrs, Implemented additional metrics collection used to revise the Software Basis of Estimates, main contact for site support issues• Software Developer- Provided design/ implementation oversight for each product area, Created designs which included a number of complex aspects such as GUI, DB and shared memory, presented to the customer and implemented, Assisted in analysis of code to improve performance