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Led three Washington DC-based teams to deliver solutions for the Department of Defense clients, including the US Navy and US Marine Corps. Foster business partnerships within these client communities and with partner vendors.>> Built a team of 11 to support the Department of Navy (DON)’s OPNAV/N1 MyNavy HR systems transformation. Utilized expertise in Oracle PeopleSoft, Salesforce, Scrum, SAFe, and data analytics to address strategy and progress metric needs. Guided the delivery of the first Data Management Strategy and Knowledge Management Plan for N16 Enterprise Support. Established "path forward" activities based on client satisfaction, resulting in a 50% growth in team size and revenue in the first year.>> Developed a new team of 4 as a subcontract with Deloitte to further support the DON HR transformation. Focus areas included metrics development, organizational change management, and marketing/outreach development. Achieved subcontractor selection directly through personal business development efforts.>> Guided a team of 3 in executing financial audits for the US Marine Corps and US Navy. Ensured alignment with GAGAS and auditing best practices in support of a subcontract through Ernst & Young. Team engagement has generated a desire by the prime for a continued relationship.

I stepped away from the working world to get treatment for a serious medical condition. I love developing my own talents and those of others and in my time away from formal employment, I continued this passion by:- Completing my AWS Certified Cloud Practitioner certification.- Completing my SAFe® 6 Agilist certification.- Formally mentored three amazing women through Charleston Women in Tech.- Informally mentored more than a dozen people in my professional network on career next steps.- Renewed my PMP certification.- Read 10 professional development books.- Shared more than 21 posts on topics ranging from leadership to soft skills to tech news.- Completed 17 courses on product management, agile project management, AWS fundamentals, and product strategy.- Volunteered more than 200 hours to support my community.

Turnaround strategist and delivery manager leading a team of six to right-size the development delivery for SouthState’s nCino application, a customized commercial lending app built on the Salesforce CRM platform. Overcame a seven-month development hiatus due to team transitions through three previous managers.>> Transitioned from stalled development to weekly Agile sprint deliveries in under five months. Engaged stakeholders, coordinated with the product owner to prioritize the backlog and gather requirements, created executive status reports, and directed Agile configuration, development, and sprint installation.>> Redirected support inquiries from over 1,200 bank end users from an Outlook mailbox to ServiceNow, enabling insight into the request queue and data analysis on user issue root causes.>> Designed the product IT architecture leveraging DevOps best practices for version control through Jira and GitHub. Architecture included provisions for SOX compliant-security, CI/CD best practices, software testing best practices, and continuous monitoring. Led the vendor acquisition for automated deployment and back-up and recovery products.>> Provided training to team members on software delivery basics such as requirements formulation, change management practices, and user experience. Upskilled team product expertise leading to numerous nCino Commercial Lending 301 and Salesforce Administrator certifications.

Directed over 230 employees and contract professionals worldwide in executing the Department of State’s (DoS) payroll and compensation efforts as an ISO 9001 certified federal government pay provider. Managed payroll efforts for 110,000 federal recipients across 25 federal agencies, including American diplomats, foreign citizens hired abroad, and annuitants, with annual disbursements exceeding $7 billion, to recipients in 184 locations worldwide in 150 currencies.>> Set the strategy for the directorate, developed KPIs in alignment with ISO 9001 standards, and directed the efforts for the operations, systems, and funds management functions – with payroll activities on time, every time.>> Coordinated with other federal pay providers to formulate pay policies and responses to emergent regulations and executive orders. Maintained frequent communication with high-level leadership and outside entities, including federal agencies, benefit providers, and the White House.>> Oversaw the implementation of an Oracle Peoplesoft HCM ERP payment platform, the first federal payroll system upgrade for US federal employees in 30 years. Provided training and stabilization support for a fully remote global staff.>> Coached the 30-person leadership team weekly in topics such as holding one-on-ones and daily stand-ups, performance management and recognition, KPI reviews, and presentation skills.

Led a team of over 40 employees and contract staff in maintaining and enhancing the US Department of State’s payroll applications ranging from small document repositories to large ERP systems, to pay more than 110,000 recipients for the Department as well as 25 other agencies, including the intelligence community. >> Directed efforts to address emergent impacts on pay production, including regulatory changes, geopolitical shifts, and climate disasters, ensuring timely payments for all global embassy employees. Direct leadership resulted in recognition as the first cabinet agency to provide pay after the 2018-2019 government shutdown.>> Established a PMO to track budgets and schedules, aligned with KPIs, to oversee product delivery timelines and system uptime requirements.>> Facilitated the implementation of two Oracle Peoplesoft HCM ERP implementations, coordinating with embassies worldwide as customers were transitioned to the new payroll systems. >> Architected process and software solutions, leading development teams to implement critical changes in an Agile framework. Formulated a strategy for payroll services in AWS in coordination with Department cybersecurity partners, including integration with Department data centers.>> Coached staff on ISO-9001 and CMMI Level 3 standards to engage operational and development partners more efficiently. Mentored team members to prepare them for promotion opportunities.

Led a team of over 20 staff members in a contract delivering business analysis and software support to the US Department of State’s Global Compensation division. Successfully established this new support service within the DoS, resulting in a 700% ($2M) increase in contract value over four years, reflecting customer confidence in the team’s delivery. >> Eliminated manual entry of 10,000 transactions, saving the customer $300K annually. Overall business process reengineering efforts resulted in a 60% year-over-year reduction in overtime costs.>> Implemented small-scale software deployments and supported large scale ERP initiatives leveraging CMMI level 3 and Agile practices. >> Absorbed the customer’s business practices in this new line of business, generated requirements, negotiated product delivery with development teams, and guided successful execution and training.>> Responsible for full workforce lifecycle of team members, aligning recruitment efforts with continual contract growth. Coached on-boarding team members on client culture and standards. Held focused sessions with the team to expand technical and soft skills.

Delivery manager and consultant leading a staff of 12 to provide software solutions support to the Department of State’s Systems Development and Maintenance (SDM) division, directing the analysis, design, and implementation of Department-wide financial and analytical systems. The Department of State’s SDM division supports the financials of the agency around the world – 180 locations, 154 currencies, thousands of users, billions of dollars. This is performed across more than 20 Commercial-Off-the-Shelf (COTS) and Department-grown applications.> Analyzed and provided solutions for production issues on the Department of State's ERP financial management systems in the full range of the software development lifecycle in a CMMI Level 3 certified environment.> Managed the concepting, requirements gathering, analysis, and design of a new embassy-level cashiering system, strategically designed to replace multiple systems in use at each embassy.> Served as the project manager for initiatives, tracking schedules and resources for delivery.> Represented the Department of State numerous times at worldwide conferences, discussing current software issues and providing details on upcoming changes and enhancements.> Developed training materials for and delivered training groups ranging in size from 10 to 100 in the use of software solutions. Provided post-implementation support.> Tasked and mentored a team supporting the Department’s applications, training the staff in requirements gathering, design, and implementation methodologies.

Business analyst and consultant leading a team in support of implementing CGI-AMS’s government ERP financial accounting software, Momentum, for the Department of State, Momentum is a product used by federal agencies to track those dollars and provide end of fiscal year reporting to other federal entities.> Analyzed and designed over 20 custom enhancements to Momentum, focused on integration with other agency systems. This included ETL and conversion considerations.> Guided client team members, both domestically and internationally, in the collection of requirements and discussed software issues and improvements regarding the customizations. > Designed and executed IV&V test plans for the Momentum baseline product as well as the customizations.> Served as the project manager for initiatives, tracking schedules and resources for delivery.

Data analyst and developer increasing the efficiency of the inbound call center for MBNA (acquired by Bank of America). MBNA had acquired several smaller institutions and was moving to consolidate their call center model across acquisitions to make processes uniform and improve efficiency as the leading provider in the affinity-card market. > Designed and developed small scall in-house automation tools to identify trends in the productivity of the overall call center. > Partnered with call floor managers to establish the initial standards for call time and after-call-work expectations and adjusted them accordingly after regular data reviews with the managers. > Developed and regularly enhanced reports to aid call floor managers in monitoring employee performance.> Identified Automated Response Unit (ARU)/Voice Response Unit (VRU) modifications needed to redirect customers to automated responses to reduce calls needing operator assistance.