Led a multi-disciplinary team of 35 engineers in support of a $9M Digital Engineering platform, serving multiple Sectors and numerous programs to develop billion-dollar Aerospace & Defense systems. Supervised 2 Project Managers to ensure all aspects of the Program were effectively managed. Rapidly responded to critical external-program initiatives to support shift-left manufacturing processes and advancement of Digital Thread and Digital Twin strategic imperatives. Optimized multiple processes to enhance the efficacy of cross-functional teams. Managed all day-to-day operations of the Program, decisively resolving issues to ensure mission success.

Managed day-to-day Operations for $9M Program, ensuring all activities performing to plan, rapidly addressing issues, and keeping the Program Manager informed of any deviations outside my authority to resolve. Performed all aspects of Project Management for a 35-person Product Lifecycle Management (PLM) team responsible for developing/delivering digital engineering capabilities in support of advanced Aerospace and Defense projects for the government. Created annual budgets, spend plans, reconciled actuals, and reallocated funds to reinforce specific resources in support of dynamic requirements. Managed scope by coordinating with cross-functional stakeholders on requirements, hosting Configuration Control Boards to commit capabilities to releases. Developed detailed software release MS Project schedules for standard releases, out-of-cycle patches, and significant software upgrades. Oversaw Risk, Issues, and Opportunity (RIO) registers and processes, maximizing the overall success of the program by keeping major milestones and releases on schedule. Managed all aspects of contracts in support of the Program, from drafting Statements of Work, through award, execution, and closing activities. Briefed Executive Leadership at Program Management Reviews.

Served as Senior Air Force CIO, advising the Surgeon General on IM/IT issues affecting the enterprise as well as innovative solutions to pursue as an enterprise (e.g. use of Artificial Intelligence to assist in assessing health of Airmen). Mentored 76 Medical Treatment Facility (MTF) CIOs in the execution of their mission. Represented Air Force IM/IT interests to the Defense Health Agency CIO and external stakeholders who support the military missions throughout the world. Supervised the Chief Technology Officer and a team of 3 contractors to support 76 MTF CIOs.

Led 160 Airmen in all support operations for a $245M enterprise with 534 staff, charged with delivery of healthcare and support services for 42,000 beneficiaries in Okinawa Japan. Directed all compliance activities in advance of 3 major inspections culminating in a flawless bi-annual College of American Pathology (CAP) inspection, an Excellent during the Air Force Unit Effectiveness (UEI) Inspection and renewal of the large outpatient clinic's three-year accreditation with The Joint Commission (TJC). Coordinated several theater-wide logistical operations that supported 2 international typhoon recovery operations, accelerated naval vessel supply chains in support of major theater exercises, and provided mission critical medical supplies that enabled the Thailand Cave rescue Operation that saved the lives of 13 people. During the global COVID-19 pandemic, Bryan led the Joint support team to integrate Okinawa-wide public health efforts, procure and extend the use of Protective Personnel Equipment (PPE) through CDC-approved procedures, and worked directly with the BioFire manufacturer to become the first base in the Pacific theater to obtain a same-day COVID-19 testing capability.

Supervised 64 Airmen executing support operations for an enterprise with 158 staff, charged with delivery of healthcare and support services for 3,200 beneficiaries. Additionally, served as the Deputy Hospital Director, coordinating daily operations of 158 Airmen spanning all clinical areas. Led medical preparations for war with North Korea. Directed the dispersal of all first aid resources and nerve antidote injectors to reduce rapid response time from days to minutes. Additionally, developed the installations first medical support activation plan that included walking blood bank processes to ensure life-saving blood would be available should war break out. Finally, I coordinated advanced combat medical skills training with Special Forces personnel for all assigned medical personnel that boosted our trauma response capabilities 900%. Identified and corrected numerous quality and compliance issues by leading an overhaul of the hospital governance program. This resulted in a 490% increase in detecting non-compliant programs within the hospital, laying the foundation for an Excellent hospital accreditation survey. Audited contracts and vetoed a $600K duplicative translation services contract while concurrently enhancing host-nation and allied patient care support through strengthened Korean hospital agreements. Drove a 23,000 sq ft redesign of the Logistics Warehouse, consolidating $7M in materiel and decreasing wartime deployment timelines by 73%.

Led 64 personnel in delivery of world-class healthcare to 4,200 beneficiaries. Directed 36 significant Process Improvement initiatives that saved 2400 man-hours and $18,000 per year - earning the 2016 Installation Innovator of the Year award. Revamped the entire hospital quality program. Rewrote governance policies and assessed over 1000 Joint Commission criteria in advance of the tri-annual accreditation inspection and Air Force Readiness Inspection. Both inspections were flawless. The Senior Inspector lauded me as the most competent Hospital Administrator seen in 25 Air Force hospital inspections. Designed a Hospital Commander's Inspection Program assessment tool in OneNote that aggregated unit performance information for Senior installation leadership review. This process was adopted at 11 Air Force installations across the enterprise.

Directed sustainment, modernization, and innovation efforts for a $34M portfolio consisting of 35 enterprise applications. Directly supervised 3 active duty, 1 civilian, and oversaw the efforts of 105 contractors. Identified a legacy proprietary platform that cost the government $3.2M per year and took a year to deliver new web-based applications to customers. Drove migration to SharePoint 2013 (SP13), slashing annual sustainment costs to $1.5M per year and enabling development/delivery of new web applications in under 90 days at a fraction of the cost. I further enhanced the SP13 platform with the addition of Tableau analytics capability. With these new tools, we delivered a new healthcare analytics platform to the National Intrepid Center of Excellence (NICOE) in 4 months, enabling advanced care to veterans with PTSD. This effort salvaged a $100M program that had spent $30M over several years with no capability delivered to the government, earning the team an honorable mention in Government Computer News. Reference article: https://www.defense.gov/Explore/News/Article/Article/604017/ Handpicked to guide the Deputy Assistant Secretary of Defense for Personnel Policy effort to develop a 5-year strategic digitalization plan for the medical accession of new Airmen into the Air Force. This plan included the steps necessary to seamlessly transition medical records from legacy healthcare systems and interface with the new MHS GENESIS electronic medical record system. Charged with investigating and solving an issue after a Congressional inquiry on the expenditure of over $8M on a DoD project with no product delivered to the government. Reviewed thousands of lines of code to validate/invalidate functionality demonstrated to the government, collaborated with the customer to develop requirements, wrote contract documents, and served as Project Manager to deliver the Initial Operating Capability for a new COTS-based solution for less than $3M on time and within budget.

Developed an HL7 electronic medical record parser in support of the IBM Watson system. During this period I developed 112 data models and 11 Natural Language Processing Analytics with over 7000 lines of code using Agile software development principles in 4 months. Additionally advised the Air Force CIO on cutting edge technologies and investigated possible COAs for rapid healthcare innovations.

Led 2 officers and 15 enlisted. Responsible for $750K annual budget, IM/IT support, logistics, and military operational mission planning. Additionally, planned and coordinated aeromedical evacuation operations for the pacific theater. Deployed in support of Operation Enduring Freedom, where I coordinated on 20 logistical airlift missions and the evacuation of countless casualties from Iraq and Afghanistan.

Led 10 military and 10 civilian personnel. Planned and managed execution of $43M annual budget in support of a large outpatient medical clinic operations. Additionally, manages all IM/IT activities in support of 560 authorized users and over 60 unique systems. Developed a Continuity of Operations plan with the Navy hospital to ensure clinical operations in the event of a major network outage at either facility resulting from a natural disaster or combat operations. Established a patient care hotline for IT support, slashing technician response times for issues preventing health care in the facility to under 5 minutes. Directed a $1.4M network upgrade and Citrix virtual desktop solution that drastically increased clinician productivity by allowing near seamless transition from patient care rooms to their offices. This catapulted the Electronic Medical Record system availability from 83% to 99%, the highest rate in the Pacific theater. Mentored dozens of junior officers. Coordinated professional military education with the Army's Air Defense Artillery unit, hosted several Japanese exchange students, and served on the Air Force Dragon Boat team. These efforts increased the efficacy of officers and expanded cultural exposure of US and Japanese people on the island.

Led 3 military and 5 civilian personnel. Responsible for all IM/IT operations in support of 260 authorized network users within the medical clinic. Planned, organized, directed management of $8M IT infrastructure. Selected to lead an effort to resolve major process issues with the Overseas Medical Clearance program. Developed and deployed custom forms in MS Outlook with tracking/reporting capabilities to automate the clearance process with Sr Leadership visibility. This streamlined process slashed the average time to approve clearances from 22 days down to just 3 days. Identified a major gap in the hospitals ability to care for patients in-house that was driving over $300K in unnecessary purchased care. Completed a detailed Business Case Analysis and manpower review, coordinated with AF-level Functional for the Biomedical Sciences Corps, and converted an unfilled Public Health Officer position to a Physical Therapist. The Physical Therapist Officer arrived within 2 months and began seeing patients immediately. This averted over $300K in purchased care because we could see our patients in house instead of referring them to the TRICARE network. When the Installation Commander passed away on duty, served as the primary ceremony project officer and narrator for a televised memorial service with more then 1000 attendees. I planned the event, wrote the script, and narrated the memorial service.

Led 4 military and 2 civilians to accomplish all administrative support operations for the Installation Command team. Served as Protocol Officer, coordinating base functions to include visits with local government officials. Managed all tasks, personnel reports, and awards. Assisted medical clinic in preparation for tri-annual Health Services Inspection, which was graded Excellent. Served as a mentor to Airmen and the local JROTC program. Devoted countless hours to the community of junior leaders aspiring to either Serve in the Air Force or further develop their leadership skills.

Led 8 personnel spanning all aspects of Resource Management including Human Resources, Budget, External Agreements, health insurance reimbursements, and Contracts. Twice executed a $24.4 million dollar budget with zero discrepancies or violations of the Anti-Deficiency Act. Coordinated pre-inspection and resolved critical resource issues prior to the 2007 Health Services Inspection, earning an "Excellent" score during tri-annual accreditation. Led a Process Improvement to address severe delays to the medical clearance process. Developed a custom Outlook forms to enable electronic entry, routing, and reporting, which slashed the processing time from 22 days to just 3 days. When local hospitals declared "divert status" due to an overloaded network with 0 emergency room beds, worked with leadership and clinical teams to establish a 24-hour urgent care clinic to support the entire beneficiary population.

Served as Principle Software Engineer on the C4I Adapter component on two modeling and simulation systems (WARSIM and OneSAF). Developed software using Java, C++, XSLT, bash scripts, Ant builds, Eclipse IDE, Perl, Python on both Windows, Linux, and Solaris systems. Reference: https://www.peostri.army.mil/onesaf All messages from real world Army C4I systems to/from the modeling and simulations environment required manual mapping of messages from Subject Matter Experts (SMEs). The original process involved SMEs documenting a message transformation requirements document that maps every field to the other message standard, which was then delivered to a developer to write the actual code in C and call it from JNI. I engineered a solution using Java Reflection, a new Mapping Interface, and numerous Converters to enable SMEs to create the Mappers on their own in less than 3 days instead of 2-3 weeks. This greatly decreased the time to add a new message translation to/from simulations and removed developers from the process unless a new Converter was required (e.g. a military grid reference system location into lat/long coordinates). Expanded the number of Army C4I Systems the simulations can interface with for training. Used LANShark to reverse engineer an interface to the Army Artillery system to enable user training with the WARSIM and OneSAF simulation platforms. This effort also required establishing a DNS Server to override and trick C4I Systems to communicate with virtual intelligence nodes (units and systems). This greatly enhanced the potential to war-game scenarios using the full complement of C4I systems in the Operation Centers. Reengineered the C4I Adapter internal messaging solution from a first-in-first-out single-threaded processor to a PriorityQueue Design Pattern multi-threaded solution to 1) improve performance on multi-core processors and 2) enable rapid response to high-priority messages between the simulation and the real-world C4I Systems.

Primary duties involved configuring / deploying TIVOLI monitoring suite in support of enterprise systems. The Army envisioned establishing a central Network Operations Security Center from which they could monitor the health of the network. Based on my experience with TIVOLI and Army intel systems, I was selected to develop a dashboard harnessing server/system data from TIVOLI, HP OpenView, and other platforms. I developed the site in PHP to be browser agnostic, and tied services to systems (e.g. specific servers / switches required for email services on base). This rolled up to provide the installation commander a birds eye view of the health status of his IT infrastructure. The demo was approved to fully implement enterprise wide and eventually became the Army's NOSC that later was transferred to Fort Belvoir (https://fcw.com/articles/2003/01/22/nosc-moving-to-fort-belvoir.aspx).

Responsible for development/sustainment efforts on All Source Analysis System (ASAS-Light). The platform was a MS Visual C++ project, but other smaller projects were also supported on *Unix platforms. Developed a new Area of Interest applications to enable intelligence analysts to identify a geometric shape of any # of points with specific criteria to alert the user. This involved accessing the ArcGIS APIs to draw an area and then establishing criteria the user could enter to fire an event to notify something entered or left the Area of Interest. Developed a terrain analysis tool that enabled military planners to analyze routes over terrain for 1) mission planning and 2) enemy movement analysis. Wrote scripts to install a Human Intelligence (HUMINT) system onto windows platforms, including the ability to patch and reinstall.

I joined the All Source Analysis System (ASAS-AS) team as a junior developer. My first project was to import a large Oracle Database and perform data normalization according to a large set of rules stored in another Oracle table. The requirements were for a PASCAL parser and a FORTRAN*77 external library. Based on my knowledge of C and the normalization ruleset size, I opted to ingest the rules into memory using C and then PASCAL would parse the imported record to compare against the rules in memory, then store the fully normalized routine back into a new table in Oracle. This was a difficult first project for a new developer, but I am relentless in my thirst for knowledge and I successfully delivered the solution. The final product was extremely fast and impressed my new co-workers. The ASAS-AS system was built using forms in terminals with keyboard navigation, rather antiquated. I was tasked to prototype a complete overhaul of the User Interface (UI) using Motif windows system. I developed multiple applications, wrote a style guide, and ported all my modules to the new Motif UI system - which was demonstrated to the government and approved for implementation. Guided a team of 8 developers to migrate all UIs to the new platform, which greatly improved the usability of the system and enabled us to refactor some interfaces to reduce user interactions/time required for the same functionality. My last big assignment was to upgrade the ASAS-AS platform for Y2K. This involved upgrading VMS O/S from 2.7 to 7.1, which was a huge task. Additionally, many system libraries had been customized to meet the Top Secret enclave processing requirements. This task took approximately 6 months and touched all aspects of the system, resulting in a Y2k compliant system that extended the life of a legacy system for many more years.

Served as a Strategic Systems Electronic Warfare Repair technician in the Military Intelligence (MI) Corps and departed at the rank of Sergeant. Performed maintenance/repairs on all MI platforms to the component level. This involved using oscilloscopes and other measurement devices to troubleshoot equipment and take corrective actions to repair them (e.g. soldering in new electrical components). Worked in the Ft Huachuca Computer Systems shop as technician. Deployed a base-wide network and connected PCs throughout the base. Volunteered to serve on a remote detachment on the DMZ in Korea, supporting sensitive missions with 3 other active duty personnel.