My roles at GovCIO have engaged at all levels of the VA organization - interacting with developers, architects, engineers, PMs, Directors, CIO, CTO, and VA Chief Architect on a recurring basis. As a direct bill resource, I interacted with VA executives daily to help them solve some of the most difficult challenges in the organization. As part of my corporate role, I have been involved in contract pursuits, resource mentoring, business process improvements, developing corporate applications, and assisting with some of the growing pains that come from a small business growing rapidly into a large business.As a direct-bill resource on the HTMS contract, I was responsible for about 1/3 of the resources (~109) and revenue. My role included standing up the Health Technology Office (HTO), which is a mini-CTO office within the Health Services Portfolio (HSP) – supporting nearly 350 products in the enterprise and developing technology strategy, vision, and leadership. I also assisted in the refactoring of the VA OIT Intake process to provide a “single front door” for all new requirements being levied on OIT and rolled it out to SPM. On HTMS, I also managed the teams supporting SPM Intake, the Health Informatics Product Line (PL), HTO, and the Scheduling PL.As a direct-bill resource on the TIS contract, I functioned as a SME to assist in assessing the Infrastructure Operations (IO) Operations Triage Group (OTG) processes, procedures, and engagements. Leveraging CIIP framework concepts, I independently assessed the organization, offered recommendations for improvements, and assisted in driving the recommendations forward after receiving client approval to do so. In this role I also performed 360 mentoring to help everyone I engage with grow in their roles to better the work environment.

Peraton acquired Perspecta - filled the same role as below.

As a VA/DHA Senior Director and Chief Technologist, I provided senior leadership and P&L oversight for 20+ contracts across VA, DHA, and commercial health entities. As an active participant in sales pursuits, I assisted with the successful capture of over $600M in contracts, with involvement on over $2B in pipeline, and on-contract growth conversion. Primary responsibilities included Portfolio/Business Unit strategy development, business development, capture, developed basis of estimates for pricing, pricing strategy, participated in contract negotiating and administration, customer and partner development, development of holistic solutions to meet our client’s needs, and execution oversight to ensure client satisfaction on awarded work efforts. I made recommendations to streamline costs and processes, developed proposal strategy and processes, assisted with new product launch, and many other efforts.As a well-rounded executive who passionately believes that collaboration and communication are key to successful achievement of client outcomes, I drove Value aligned with the overall government mission needs - increasing corporate profitability, client engagement, and overall satisfaction. (Peraton acquired Perspecta in May 2021)

Provided Government contracting consulting services to several companies as an independent contractor.

As Senior Vice President of Strategy and Business Development at Agile Six, Brian provided senior leadership guidance and holistic solutions with initiatives such as the U.S. Department of Veterans Affairs' Transformation Twenty-One Total Technology Next Generation acquisition program (T4NG).At a small company such as Agile Six, executives wear many hats. My primary responsibilities include Corporate strategy development, business development/capture, pricing, contract administration /formulation, along with customer and partner development. I made recommendations of corporate software solutions to streamline costs and processes, helped evaluate infrastructure improvements, developed proposal strategy and processes, implemented a cloud-based CRM for proposal efforts, and many other cost-savings recommendations.As a result of executing on our strategic plan, along with strategic partnering and capture efforts, I assisted in the capture and award of contracts with significant TCV and a large workshare allocated to Agile Six as a sub.In March, 2018, I started performing some duties typically performed by a CFO in the evaluation of financial reports and forecasts, analysis and recommendations on rate structures, and developed both short-term tactical and long-term strategic adjustments based on this analysis.

As General Manager the Veterans Affairs Business Unit and ultimately the Federal Civilian account, I provided senior leadership, guidance, and holistic solutions in support of U.S. Department of Veterans Affairs' Transformation Twenty-One Total Technology Next Generation acquisition program (T4NG) initiatives. By facilitating the establishment of industry best practice capture processes, procedures, and proposal techniques along with corporate strategy insights and inputs, tiag continued to grow from a small to mid-sized business. My responsibilities included executive oversight of VA projects, capture and pursuit of new business opportunities, proposal pricing, IDIQ compliance activities, legislative monitoring/assessment, and strategy formulation associated with civilian account matters. Projects executed under this portfolio significantly exceeded their profit targets and resulted in excellent customer ratings (5/5 QASP scores).(VA division was acquired by Agile Six Applications in July, 2017)

Starting in July, 2015, I also performed the role of Capture Manager for the ManTech Health VA Division while also continuing in the Solutions Architect role from 7 Delta. Leveraging Enterprise Architecture methodologies, I developed the sales pipeline, business leads, teaming arrangements, customer contacts, and initial technical solutions associated with all 2015 Q3/Q4 bids in the Veterans Affairs client space. With my assistance, the ManTech Health VA business unit booked over $60M in new contract awards in the third quarter of 2015. My responsibilities include capture strategy, pricing review, teaming selection, proposal review/comments, pipeline development, customer relationship establishment, technology selection, capture management process restructuring, and holistic solution development.

I worked as the Director of Solutions Architecture, assisting both the Delivery and Business Development teams in the development of technical and business solutions for our clients by providing subject matter expertise on solutions delivery as well as supporting complex business development objectives. I provided guidance and leadership in the development of diverse technical areas through the utilization of industry best practices for Program Management, Cloud Computing, Systems Integration, advanced Data Analytics, Business Intelligence, Business Process Modelling, systems modernization, and custom application development. My role included the evaluation and recommendation of new technology solutions and the incorporation of those technologies into holistic technical solutions best suited for our clients problem areas.

I served as the IT Director for the Virtual Lifetime Electronic Record (VLER) Major Initiative that has an annual budget over $100M, a resource pool of ~300 IT Professionals and provide supporting IT system capabilities for our Nation's Veterans, their spouses, and families from the time they transition from service, until the time they are interred in our Nation's Cemeteries. VLER is a large, multi­-year, highly complex information technology portfolio spanning all three VA Administrations to include Veterans Benefits Administration (VBA), Veterans Health Administration (VHA), and National Cemetery Administration (NCA).I was responsible for oversight, the strategic planning, multi-year budgeting, analytical and evaluative studies, day ­to ­day operations, and the facilitation of systems development, architecture, cross-functional integration, and software deployment of systems supporting the organizational mission in this area.By providing both tactical and strategic leadership, I helped improve the success rates of implementation, improved communications, management, and use of advanced software development tools and engineering processes leveraging agile principles, increased collaboration with external teams, frequent communication protocols, and transparency. This collaboration reduced redundancies while maximizing reuse opportunities and enterprise service promotion and cost avoidance from planned duplicative IT services.I directed the conduct of process improvement and cost-­cutting studies to reduce costs and delivery timelines, eliminate process redundancies, and increase capability delivery along with successfully presenting materials to Executive leaders at all levels on varying subjects to include politically charged and business sensitive topics.

The NwHIN Program provided an exciting opportunity to build a new program from the ground up. Starting with less than 12 resources, I built four high-performing work streams with just over 120 contract personnel at its peak, and was responsible for formulation and justification of full life­-cycle software development, detailed cost estimation, infrastructure planning, OMB 300 milestone creation, staffing models/projections, and multi-­year budget formulation with an annual budget appropriation over $25M. I lead the newly formed integrated project teams towards agile development methodologies to ensure flexibility in meeting the business needs, while fostering industry-best practice techniques for technical architecture, software implementation, strategic planning, and building organizational relationships between several Major Initiatives, Systems Engineering teams, Data Centers, and other external entities. As a VA Co-chair and decision-maker on Interagency meetings associated with this work, I was involved in frequent communication and coordination with Federal and non-­Federal partners to include Dept of Defense (DOD), Social Security Administration (SSA), Health and Human Services (HHS) and many others in support of successful implementation of NwHIN pilot deployments, while helping to guide them with Project/Program Management best practices.I continue to challenge the organization to strive for greatness and "think strategically" while pushing the boundaries of the status quo and breaking down barriers between organizational silos within the government.

During my tenor as the Enrollment IT Program Manager, I assisted the business customer with prioritization and sequencing of business capability development to meet strategic long term objectives while implementing the necessary management controls and progress indicators to ensure the correct IT system modifications were made in support of their needs. To help facilitate this, I introduced several organizational changes to include a collaborative PMO structure between Business stakeholders and IT Project teams to foster better communication and enhance collaboration. I strategically aligned major System of Systems components and projects into quarterly releases to ensure minimal overhead and increase cost effectiveness while promoting additional quality controls and integration testing. In an effort to better the organization as a whole, I briefed a competency-based staffing model to minimize risks associated with loss of Corporate Knowledge and acceptance of contractual deliverables in all competency areas. While some of these ideas have been implemented, many other improvements could be made in the future.My duties also included overseeing the strategic Multi-­year Program­ budgets, justifying funding levels, interpreting and managing the IT implementation of new VA policies, Congressional mandates, and other Legislative changes within the Enrollment Program.

Some of my prior engagements included Program/Project Management, Deployment Management, Development, and several Technical roles in support of the Veterans Health Administration (VHA) Registration, Eligibility, Enrollment, and Income Verification Matching Programs.

I was contracted to Veterans Health Administration to perform various activities to include software engineering, architecture, development, automated testing, and major systems integration/deployment. I also completed programming assignments on large government systems spanning health, benefits, patient registration, billing, and “common service” components.

I assessed corporate systems for Y2K risks and corrected systems configurations and code where necessary to ensure successful operations when the century changed. Other efforts included the implementation of a Facilities locator and multiple other enhanced capabilities.

Performed custom MUMPS development and maintenance on dozens of major hospital systems and interfaces such as Cerner, IDX, and others.

During the early years of my career, I held various Retail and Food-Service Management positions to include managing a Convenience Store, two Video Stores, a Bakery, and the kitchen of a high-volume Florida restaurant. I learned multi-tasking and dedication to purpose when serving as a volunteer fire-fighter while balancing full-time college course-work and managing a convenience store. I believe these occupations and life experiences helped build me into a well-rounded, detail oriented, customer-friendly person who strives for the stars and won't stop until I get there.