- Worked directly with sponsors and teams to manage and execute all project phases, taking ownership of lifecycle.- Utilized project planning tools to capture and maintain project scorecards, helping effectuate objectives’ delivery to the milestone, using available resources, within budget.- Utilized various methodologies (Waterfall, SDLC, Agile) to support IT’s financial objectives through forecasting requirements, preparing project budgets and aligning to changing strategic objectives.- Coached executives in finer points of Agile and other project management methodologies, as related to specific endeavors such as rebuilding a large, critical service desk.- Managed CONUS and OCONUS consultants and vendors across varied project efforts.- Removed barriers to iterative work; helped order backlog priority and relevance.- Updated PMO processes, created new procedures and templates to improve efficiency in PMO ops.

Support Agile Teams, PO’s, RTE’s and other stakeholders through: coaching; calculating & analyzing performance metrics; fostering collaboration with operational, delivery and PM resources; and, removing impediments.

• Responsible for delivery of critical Next Generation Enterprise Network (NGEN) projects: --- PGM of the Enhanced Virtual Desktop (EVD) Program, including the successful Win10 and Win-1803 Navy deployments. Currently managing the Win-1909 program update. --- Delivered multiple complex system, hardware, software and tool updates relating to the NMCI’s W2K3 and W2K8 extensive upgrades.• Ensured the satisfaction of key NMCI quality standards and supported EPO Project Managers as a QA and Project Control manager. Evaluated organizational risk, issue and change processes to assure efficient workflows. • LSS PM: developed and supervised implementation a new Certification & Accreditation (C&A) tool that reduced HP/HPE’s DIACAP package return rates by 50% month one. Resources were unburdened and the EPO and Navy organizations saved significantly.• NGEN CDRL Task Force: assisted facilitation of critical contract deliverables.

• Responsible for overall program governance; focused on enabling the DON and HP NGEN Alliance to mutually manage their relationship, expectations, contractual requirements, and services.• Oversaw operations of Transition PMO• Steered realignment of a revamped EPO PMO and stand-up of a CoE (Center of Excellence), to meet NGEN standards: --- Created new technical writing and communication standards. --- Created and facilitated implementation of PM documentation, communication, risk and issue management and reporting principles. --- Provided new EPO PMO process training for all divisions. --- Facilitated stand-up of a new enterprise program management tool: HP’s Project and Portfolio (PPM) offering. Developed and provided training across all divisions.

• Created and implemented a Quality Assurance Program, based on numerous government military specifications, best practice industry standards and company capabilities.• Expanded online presence within DOD’s EMALL program through enhancement of online product information, improving client usability and incorporating new marketing material.

FACILITY DESIGN AND CONSTRUCTION MANAGER: • Initial Objective: Assessed client Advanced Health Media’s new facility needs: timelines, budget, security, network availability and security, user needs. Coordinated construction, engineering, and other vendors for creation of a comprehensive, multi-phased facility building plan for up to 75 and SD operators. TALENT ACQUISITION FOR NEW OPERATIONS:• Final Objective: Coordinated on-boarding of new AHM hires for new facility. Allocated AHM and Pinpoint resources and systems, and tailored processes for new hires. Managed personnel concerns between AHM, Pinpoint and consultants; resolved issues through training, adjusting expectations or reallocating resources.

INITIAL OBJECTIVE: CREATE OPERATIONAL CAPABILITY TO SUPPORT FORECASTED WINS.• Defined and segregated work into functional areas, instituting documented processes for: AP & AR, Staffing and HR, Travel & Expenses, Facility Security, Inventory Tracking & Allocation, Corporate Tech Usage, and Contract/Other Documentation Management.• Assisted in development of a corporate org layout, aligned with defined functional areas.• Engaged consultants to ensure legality and savings plan protection and to increase efficiency of billing, reporting and overall financial reporting accuracy.• Implemented new 401K program, completing a company-wide enrollment. • Performed opportunity research, pursuit strategies, assisted with proposal development.FINAL OBJECTIVES: STAND-UP PROFESSIONAL BUSINESS LOCATION AND ACQUIRE TALENT:• Designed office layout; oversaw contractors and construction.• Determined network needs, designed racks. Oversaw phone system install and training.• Temporarily managed Apogee’s under-covered areas, such as serving as 401K Plan Administrator.• Served as temporary System Admin: managed computers and servers, ran tape backups, managed VPN access, corporate email accounts in Exchange.• Recruited new employees, provided training in the newly defined AORs.

• Responsible for managing up to 30 resources to deliver on 30M in commercial services work, for reactive work measured in hours and discrete projects measured in weeks or years. --- Fielded resource requests from sales, clients, engineers, SD, company leaders, remote offices. --- Daily - managed resources, locations, clients, tasks/projects, issues, salesmen, billing and completion of all resources activities. Provided internal and external performance reporting. --- Quarterly - analyzed resource skill sets and market trends. Advised leaders on areas where increased or new training, or additional resources, were needed to meet client needs.• Responsible for successful delivery and client satisfaction for all commercial projects - developed a Practice-based Methodology 20 years before AGILE. --- Created Practice Management infrastructure, grouping engineers with developed skills in focused areas of technical knowledge – Storage, Networking, Messaging, etc. Each group consisted of a: Practice Manager focused on group development and client delivery; a Vendor Relations Manager focused on industry knowledge; a Pre-sales Lead who coordinated with sales to develop proposals; and, a dedicated core team to consult and complete projects. --- Guided the Practice Managers in the development of each Practice’s goals and methodology, pre-sales and project documentation, and ongoing training needs. --- Methodology increased efficiency, allowed the team to book revenue faster. Once fully implemented practice effectively cut the sales-to-order-to-engagement-to-complete process, and facilitated engineering staff career development. --- Created company’s first PMO and Project Management methodology fluid enough to work in a consulting environment. Process documentation, pre-sales, project planning and post-project reporting templates, methodology adopted by all offices.

• Provided daily operational direction, staff training, pre-sales assistance and client support.• Created and implemented division programs that supported or helped generate new business, such as a creating Disaster Recovery practice:• Developed approach, templates and overall methodology for creating Business Impact Analysis (BIA) and Disaster Recovery Plan (DRP) artifacts. • Methodology included guidance on how to estimate effort for sales division.• Allowed entry into a new previously untapped market, generating new revenue stream. • Senior technical writer. PINK and RED team member, writer for Federal proposals.• Assisted with creation, implementation and management of a new Service Desk (SD):• Developed SLA parameters, issue resolution practices, metrics reporting, ticket and contract handling guidelines, agent hiring and scheduling. • Guided DarkHorse in modifying their Service Management SD tool to best support business model.• Coordinated engineering support on a 24x7 basis for ticket resolution of SD client’s technical issues.

• Directed the design of a full-scale, robust, fully secure overseas data center to support end users across the globe 24x7. The 6-month project involved the management of 8 Dataline and client engineers, coordination with multiple overseas vendors and the challenge of providing for a HA facility with a strict budget and “bleeding-edge” tech.• Lead the planning and execution of an infrastructure upgrade for an international freight forwarder and a military training consultant. These projects included the redesign of their Exchange, Active Directory, data storage and network infrastructures, to include special consideration regarding security parameters and remote access.• Developed BIA and Disaster Recovery Plans (DRP), providing 24x7 operational capacities for all critical business and tech functions for a client, and methodology for restoration within stated RTO’s. —- Had team interview senior managers from each major business unit, uncovering needs and ramifications of service or data loss, compiling data based on current needs versus current protections, with accompanying suggestions for improvement, graded by priority.• Managed multiple data storage and backup implementations for commercial and Federal clients naming a dozen users in one location to thousands of users in multiple locations: CINCLANT unit repository, keeper of accounting records for billions of Federal dollars.• Planned, coordinated, executed, and provided support for multiple client datacenter redesigns and moves, multiple Microsoft Exchange and AD migrations. Facilitated application development projects, to include a Drug Screening program for FirstLab Corp and, a web-based Benefits Administration program for Landmark Communications.