 Transformed the Policy and Governance division to address the need for better integration of IT and cyber security and proactive partnerships with other NNSA program offices.  Led the solicitation, wrote acquisition documentation, and guided the contract evaluation panels to award two, division-wide contracts estimated at $60M over five years to hire 36 support contractors. Established new goals and objectives, developed a roadmap to track progress, grew the division from 12 to 18 team members, and created a co-director position to help execute new responsibilities. Represented IT and cyber security considerations and collaborated to establish short-term objectives and create a long-term program to develop NNSA’s Infrastructure Portfolio with a working group of representatives across NNSA’s program offices; senior administration leadership; national lab, plant, and production site directors; and commercial and industry partners.

 Served on behalf of the Associate CIO and represented department interests, opinions, and positions with senior leadership, subject matter experts, contracting officers, field office managers, clients, other federal agencies, congressional staff, and external, industry stakeholders.  Provided customers and stakeholders with interpretations, recommendations, and best practices for implementation and compliance of policies, laws, statutes, and mandates across the Nuclear Security Enterprise and national maintenance and operations contractor elements that included national labs, plants, and production sites. Orchestrated full-lifecycle program management of the administrative, budget, compliance, contracting, policy, privacy, records management, and governance functions to support core IT and cyber security operations within the OCIO and across the enterprise and to achieve organizational and strategic goals.  Directed and assigned work priorities to 10 project leads, supervised six direct-reports, and managed three OCIO support contracts consisting of approximately 34 team leads and support contractors.

 Directed the IT Portfolio of investments accounting for over $1.6B+ in IT and cyber security funding and comprised of strategic initiatives, IT modernization, and infrastructure spending. Led the IT Portfolio Management Team of 47 support contractors and regional personnel on the oversight and monthly reporting of project costs, schedules, risks, and performance metrics.  Developed enterprise-wide policy to evaluate contractor performance at national labs, plants, and sites.

 RLS is an all-volunteer, managed non-profit that focuses on LGBTQ+ education, community outreach, and social programming that provides a safe environment and raises money for local charities through fundraisers, sponsorships, and other proceeds.  RLS leagues now play year-round, have over 1,000 unique players, boasts the largest steel-tipped darts league in the country, and has donated over $400,000 to local charities.  RLS manages the Rogue League Sports Scholarship Fund, a charity that provides scholarships to LGBTQ+-identifying, graduating, high school seniors accepted into an accredited college or university.

Program Manager Sep. 2015 – Jan. 2016Health and Human Services (HHS) | Washington, D.C. Directed the management of a support contract to execute Federal Health Architecture’s (FHA) objective to conceptually design an interoperable platform for the communication of health records for military personnel between Department of Defense, Veterans Affairs, Health and Human Services, Social Security Administration, and private healthcare providers. Supervised a project team of 12 full-time employees including a prime and sub-contractor team, and an additional six expert consultants advising on technical requirements. Project Manager and Team Lead Apr. 2012 – Sep. 2015National Nuclear Security Administration (NNSA) | Washington, D.C. Managed NNSA’s IT Portfolio of 100+ investments accounting for $1.4B+ in IT and cybersecurity funding across the enterprise and supported by 43 key personnel. Provided oversight of major investments’ cost, schedule, risks, and operational performance metrics.  Conducted assessments and financial audits to identify spending trends, funding implications, and develop recommendations to improve strategic decisions and budget allocations.Acquisitions Manager Jun. 2011 – Apr. 2012Transportation Security Administration (TSA) | Washington, D.C. Led the acquisition of a $900M, division-wide, services contract, and scheduled, facilitated, and documented the full acquisition life cycle, strategy, and project execution.  Conducted market research, benchmarking, competitive sourcing, and developed independent cost estimates for the new procurement.

 Conducted liquidation analyses, valued non-core assets, and calculated wind-down costs and liabilities during GMC’s Chapter 14 bankruptcy and post-bankruptcy of the reformed company.  Analyzed financial SEC statements, debt burdens, cash flow management, and developed financial models to create corporate financial profiles for business development targets.

 Conducted project management oversight for the site schedule and deployment of a department’s 750+ nation-wide office infrastructure upgrade and transformation. Tracked site risks, deployment, and coordinated solutions to maintain the schedule of operations. Standardized the overhead cost allocation and accounting practices in accordance with GAAP principles in Oracle Business Suites and developed the Concept of Operations (CONOPS) and Standard Operating Procedures (SOP) for business process change management within a three-pillared consolidating organization operating under a working capital fund.

 Provided capital planning support, performed business case analysis and reviews, internally scored investments, and developed Performance Improvement Plans (PIPs) in preparation for agency investment reporting. Developed acquisition strategies and departmental planning including all supporting documentation, funding justifications, and project schedule tracking and maintenance, and presented senior management client briefings for the acquisition of new investment initiatives.  Managed the Excel Cost Model of Investment Alternatives Analysis and authored the Investment Owner’s Business Case Guide for recommendations in budget justifications.

 Provided program management of the division’s contracts and contractors including monitoring technical, schedule, and cost performance metrics and tracked performance baselines and mission progress. Wrote and administered over 120 task orders on the division’s $24M IDIQ contract and provided quality assurance functions, variance analysis, and verified contractor funding and payments.  Participated in several Technical Evaluation Teams and Performance Confidence Assessment Groups for acquisitions including the procurement and source selection for training services to be provided to 30,000+ Air Force supervisors and provided the budget formulation and implementation procedures for its spiral roll-out that was delivered to every US Air Force Base world-wide.  Received Certificate of Achievement - Notable Achievement Award from the Air Force General Counsel for discovering contract funding errors and developing solutions for over 70 task orders valued at approximately $2 million that covered the training for 6,000 U.S. Air Force personnel.