Jacobs' CMS Defense, Security, and Nuclear business unit merged with Amentum in late Sep 2024. This position is the continuation of my role and responsibilities as a Program Manager with Jacobs, now with Amentum.• Program Manager for the Tank and Automotive Command (TACOM) Strategic Service Solutions (TS3) and Integrated Logistics Services Support (ILSS) Contracts.• Leading the 27-member TS3 team across 11 locations while 100% remote. The team provides systems engineering, production, test & evaluation, and SME support for the US Army Ground Combat Systems (GCS) ACAT 1 programs with US and foreign customers.• Responsible for all aspects of the TS3 contract, a $18+, 5.5-year CPFF contract, including program leadership and direction; cost, schedule, and performance; risk and issue management; employee performance reviews, bonuses and raises, hiring of new employees, retention and training; ITAR compliance for Foreign Military Sales (FMS) support; and working with the government PMs, COR and Contracting Office to provide cost estimates, monthly status reports and to resolve any contractual issues.• Reduced inherited cost overrun by 86%, increased the size of the contract by 35%, and length by 63%.• Wrote, coordinated, packaged, and delivered all aspects of the follow-on contract proposal and its process. Won follow-on contract worth $18M+!• Given a second contract to lead, the ILSS contract, in recognition of superior performance leading the TS3 contract. My portfolio’s value grew by 16%, and my team nearly doubled to 49 members.• Responsible for all aspects of the ILSS contract, a $3.2M, 2-year FFP contract.• Led the 22-member ILSS team while 100% remote. The ILSS team supported the USMC Marine Force Storage Command (MFSC), providing maintenance and warehouse support for EOL unit equipment.

• Program Manager for the Tank and Automotive Command (TACOM) Strategic Service Solutions (TS3) and the Integrated Logistics Services Support (ILSS) Contracts.• Leading the 27-member TS3 team across 11 locations while 100% remote. The team provides systems engineering, production, test & evaluation, and SME support for the US Army Ground Combat Systems (GCS) ACAT 1 programs with US and foreign customers.• Responsible for all aspects of the TS3 contract, a $18+, 5.5-year CPFF contract, including program leadership and direction; cost, schedule, and performance; risk and issue management; employee performance reviews, bonuses and raises, hiring of new employees, retention and training; ITAR compliance for Foreign Military Sales (FMS) support; and working with the government PMs, COR and Contracting Office to provide cost estimates, monthly status reports and to resolve any contractual issues.• Reduced inherited cost overrun by 86%, increased the size of the contract by 35%, and length by 63%.• Wrote, coordinated, packaged, and delivered all aspects of the follow-on contract proposal and its process. Won follow-on contract worth $18M+!• Given a second contract to lead, the ILSS contract, in recognition of superior performance leading the TS3 contract. My portfolio’s value grew by 16%, and my team nearly doubled to 49 members.• Responsible for all aspects of the ILSS contract, a $3.2M, 2-year FFP contract.• Led the 22-member ILSS team while 100% remote. The ILSS team supported the USMC Marine Force Storage Command (MFSC), providing maintenance and warehouse support for EOL unit equipment.

• Led the Operational Sales team supporting Test & Evaluation/Training Threat/Target Systems (T4S), a $150M+ US Navy contract with worldwide DoD customers and 50+ contract actions per year.• Completed 20+ proposal packages including proposal narratives, cost estimates, sole source justifications and technical evaluations, along with 20+ counter IGCE estimates and 40+ ROMs. Responsible for maintaining and updating all Sales document templates.• As the T4S Project Manager for the IDIQ version of the JEVS contract lifecycle management tool, was responsible for all Agile development customer role functions including developing user requirements; prioritization, review and approval of all requirements; user testing of Agile iteration products; tracking and reporting status, issues and risk to T4S leadership; and working closely with the SW development team.• Selected for and completed the first class for the Jacobs Transition Manager Certification Program.

• Key member of an award-winning team that supported the Defense Logistics Agency (DLA) Enterprise Business System (EBS) Portfolio, an IT focused, Acquisition Category (ACAT) III program.• Provided support to Project Managers for ACAT III project reviews including System Requirements Review (SRR), Preliminary Design Review (PDR), Critical Design Review (CDR), Test Readiness Review (TRR), and Production Readiness Review (PRR).• Supported the 2017 annual update of ACAT Acquisition Documentation for the EBS Portfolio, including the Acquisition Strategy (AS), Risk and Issue Management Plan (RIMP), Life Cycle Sustainment Plan (LCSP), Test and Evaluation Master Plan (TEMP) and Program Protection Plan (PPP); ensuring compliance with DoD and Federal regulations.

• Led a 10 member Configuration Management (CM) Team supporting the Air Force Air Operations Center (AOC) Weapon System (WS), an IT focused, $110M+ ACAT I program. Responsible for maintaining the status of all baseline configuration items including site specific baselines, oversaw software and documentation management and distribution for 26 AOC WS sites world-wide, ensured all products were on time with the highest quality, and provided CM support to integration, fielding and site personnel.• Recognized as a key member of the AOC Interim Sustainment Services (ISS) team who won the Joseph J. Jacobs Master Builder Award for 2017. 1 of 5 winners across international company of 74,000+ employees and $10+ billion in revenue.• Completely revised the baseline configuration items list and associated versioning data for 40+ software systems across 50+ baseline updates to make it accurate and easily readable for the thousands of users.• Improved communication between AOC system integrators and fielders to ensure accurate and more efficient baseline update installs were completed for AOC WS sites.

• Led a 3 member technical documentation team in support of the AOC WS. Developed and edited 25,000+ pages of documentation, replaced a team of 21 writers completing the same task on a previous contract, performed the work to a higher standard while also saving the government $2M+ in labor costs.• Recognized as a key member of the Production Center who won both the Jacobs Master Builder’s Regional Performance Excellence Award for 2014, #1 team out of 22 business units, and the AFLMC/HB Team Award for the Year in 2014, #1 program out of 130 HB Programs.• Created and streamlined workflows and management procedures ensuring 100% control and tracking of all changes to 25,000+ pages of documentation for 70+ deliveries to test and the field.• Worked closely with engineers, system and network administrators, subject matter experts, and test organizations to develop and validate the AOC WS engineering and install documentation.

• Key member of a multi-award winning team that managed $9M effort supporting the Training program for the Air Operations Center (AOC) Weapon System (WS). • Responsible for defining and coordinating Operator and System Administrator training for AOC WS testing and 4 fielded sites.• Conducted analysis of specifications for 80-100 Enterprise Change Requests annually to identify functional requirements for Operator and System Administrator training, maintaining critical war fighting skills for AOC personnel. • Worked with engineers, system administrators, and test SMEs to ensure the quality and technical accuracy of all training documents and materials to provide superior products to the warfighter. • Defined the training requirements for the overall 10.2 Modernization effort and the AOC Modernization Contractor, by analyzing the training needs for 10.2 Modernization Program and compared them to the existing 10.1 AOC WS requirements. • Ensured all training requirements were incorporated into 10.2 program. Authored the training portions of the SOW and CDRLs to ensure the training requirements were communicated to the AOC Modernization Contractor. • Developed input, reviewed, and completed training portions of 10.2 program documents (LCMP, CARD, SSDD, etc.) in support of Milestone B. • Maintained multiple AOC Site Specific Training Plans, delineating all installation and upgrade training for the weapon system at those sites. Key member of team that won:• The Maj Gen Albert R. Shiely Jr Award for Outstanding Program Management: Major Program Category for 2010 • The ESC Outstanding Team of the Quarter Award for the Second Quarter of 2010. • The 350th ESG AOC Modernization Program 2009 Fourth Quarter Team Award.

• Trained over 225 personnel in fuel ethanol plant operations at 6 different sites, providing personnel at each plant a firm foundation to excel at their new jobs.• Developed new, and adapted existing standardized technical training manuals including all presentations and student handouts, to support training for 19 different chemical plants. • Used design specifications, fellow engineers, and technical writers to ensure the documentation was correct and tailored to each plant.• Coordinated all resources needed for 15 training classes across the US including scheduling, determining equipment needs, and conducting final reviews of all technical materials and documentation.• Developed Internet based training from the standard technical training materials to provide a needed product for the client and a potential revenue stream for the company.

• Created the Customer Service department including goals and short and long term plans to meet those goals.• Increased client satisfaction by assisting with 12 different plant problems and also generated revenue for the company from 3 of those plant site visits.• Developed and maintained the Technical Services master resource schedule for over 25 ethanol plant start-ups across the globe.• Developed and maintained short and long-term manpower analyses that identified personnel resource needs for all aspects of the Technical Services Department in order to meet contractual requirements.

***Volunteer Position***• Created one Family Readiness Group from the ground up including recruiting and leading over 7 volunteers to support over 200 military families through the creation of a new military unit.• Recruited and led over 8 volunteers in another Family Readiness Group to ensure over 100 military families had support, assistance, and a network of communication to help cope with the stresses of military life through a deployment to Afghanistan and the redeployment back to home.• Wrote, edited, and published 17 newsletters to ensure communication between the unit and families.• Coordinated and led fund raising events earning over $1600 to fund organizational events for over 225 soldiers and families to build cohesion and increase esprit de corps within the unit and families.

• Responsible for success of company’s mission, to make, develop, and train Drill Sergeants. • Supervised all functions of the company including maintenance, training, logistics, management, and administration.• Led 30 individuals including training, mentoring, developing, evaluating them and maintaining their esprit de corps.• Helped all qualified individuals to receive promotions, awards, and attend advanced training schools.

• Managed the Emergency Planning and Community Right-To-Know Act (EPCRA) program for Fort Eustis and Fort Story, over 10,000 personnel, to maintain compliance with federal law.• Coordinated hazardous materials data for inclusion in pollution prevention, hazardous waste management, and air quality programs.• Managed a Pollution Prevention Database in Microsoft Access to provide Material Safety Data Sheet (MSDS) and hazardous material data for EPCRA and Clean Air Act compliance as well as identification of pollution prevention opportunities.• Coordinated environmental outreach activities for Earth Day and America Recycles Day.

• Wrote the 2001 Update to the Fort Eustis and Fort Story Pollution Prevention Plan to maintain compliance with federal law. • Assisted in the development of and data entry for a Pollution Prevention Database in Microsoft Access to provide data for compliance with federal laws.• Coordinated annual environmental outreach activities for Earth Day and America Recycles Day.

• Supervised the planning, coordination, and issuing of directives for logistic support to a 1,200 person sized organization resulting in timely and accurate support to clients.• Supervised the planning, coordination, and execution of the organizational training plan for 550 people.• Led from 7 to 13 individuals including mentoring, developing, and evaluating them.• Oversaw the reporting and briefing of the status and assessment of unit training monthly and quarterly.• Planned, coordinated, and executed three simulation exercises in Kaiserslautern, Germany and two training events at historic battlefields including Normandy, France and the Huertgen Forrest, Germany to train commanders and staff on planning and decision making.• Awarded for performance as the senior manager during the training exercise for evacuation of embassy citizens from Africa. Duties included planning and writing the execution plan, leading the organization to and from the exercise site and providing logistic support.• Coordinated a German-American partnership event that was recognized as “Outstanding Single Event for Europe in 1998.”• During deployment in Bosnia, planned, briefed, and tracked aviation missions in support of NATO peacekeeping forces.