Oversee as Technical Project Manager the USMC identified ITIL processes to include the definition, development, documentation, implementation, and training as is related to development and implementation into an enterprise solution. In addition, ensure procedures and work instructions (P/WI) are validated by USMC personnel for accuracy. Acquired a deep understanding of the Enterprise Information Technology Service Management (E-ITSM) vision and the challenges associated with achieving new process development for capacity management (CM), availability management (AvM), and access management (AM) to integrate with each other and with existing processes. Use knowledge of Information Technology Infrastructure Library (ITIL) v3 guidelines and industry best practices method for identifying requirements and developing and integrating the processes.1. Manages customer project delivery· Revenue as detailed in Impact section· Very large/ complex/ single or multiple region· High risk· High complexity legal and commercial issues2. Manages project financials including P&L· Meets or exceeds Solution Opportunity Approval andf Review (SOAR) approved budgets· Provides reliable financial forecasts to HP Services (HPS) management3. Manages business development· Identifies and develops new opportunities with client· Supports early qualification and opportunity assessment for large and complex opportunities· Acts as opportunity manager for high risk deals4. Manages client relationships· Manages upper level client delivery relationships· Frequently represents the organization to external customers/clients5. Manages project team· Manages internal as well as external resources with a team size less than 40 people· Mentors and encourages skill development of project team members· Provides detail performance review input and development recommendations for team members

In Support of multiple DoD Program/Project Managers, I execute, refine and analyze exisiting Laws, Regulations, Policies, and Governance to ensure components are aware, in scope,and in compliance. Such LRPGs include; Data Center Consolidation plan; coordinate, collect, assess, and maintain the data necessary to support recurring DoD and OMB reporting requirements; and develop and maintain those reporting products; NDAA 2012. Also responsible to define, develop, document, and propose a CPIC program capable of effectively managing its IT investment cycle so as to ensure that technology expenditures are necessary and will result in demonstrated improvements in mission effectiveness and customer service. Executed the program in a manner consistent with Executive, Legislative, Department, and Agency guidance and best practices, with the target of institutionalizing the program throughout DOD, ensuring compliance with the DOD EA, and establishing the organizing construct for all IT-related funding decisions. In Coordination with OCIO plan, coordinate, schedule, and support the conduct of special interest, milestone, and annual program reviews on DOD IT intensive capability development and sustainment programs. Such reviews associated with the CPIC process were tailorable to align with either the milestone review structure of the Defense Acquisition System or the DOD IT Systems Development Life Cycle (SDLC), a streamlined variant of the Defense Acquisition System process tailored to non-ACAT and non-MAIS programs, as appropriate to the review scope, complexity, or expressed executive interest. Also, supported the data collection, maintenance, and reporting of CPIC-related metrics, including but not limited to the maintenance of the Agency's PBIS-IT and DITPR submissions.

In Support of a DoD Agency, worked with the FDCCI Program Manager to refine and execute Data Center Consolidation plan; coordinate, collect, assess, and maintain the data necessary to support recurring DoD and OMB reporting requirements; and develop and maintain those reporting products. Also responsible to define, develop, document, and propose a CPIC program capable of effectively managing its IT investment cycle so as to ensure that technology expenditures are necessary and will result in demonstrated improvements in mission effectiveness and customer service. Executed the program in a manner consistent with Executive, Legislative, Department, and Agency guidance and best practices, with the target of institutionalizing the program throughout the agency, ensuring compliance with the EA, and establishing the organizing construct for all IT-related funding decisions. In Coordination with OCIO plan, coordinate, schedule, and support the conduct of special interest, milestone, and annual program reviews on IT intensive capability development and sustainment programs. Such reviews associated with the CPIC process were tailorable to align with either the milestone review structure of the Defense Acquisition System or the IT Systems Development Life Cycle (SDLC), a streamlined variant of the Defense Acquisition System process tailored to non-ACAT and non-MAIS programs, as appropriate to the review scope, complexity, or expressed executive interest

Provided support to the U.S. Marine Corps (USMC) Chief Information Officer (CIO), who has responsibility for a $2 billion annual IT budget and more than 41,000 military and civilian IT personnel, to improve its approach to enterprise IT governance. 's assessment framework for this initiative included understanding and documenting the USMC's approaches to IT governance decision making, Enterprise Architecture oversight, IT strategic planning, Capital Planning and Investment Control (CPIC), and IT portfolio management. Other tasks included creating IT governance analysis tools, such as decision matrices, to construct a gap analysis and road map to the To Be IT governance state, recommending USMC IT policy changes, and identifying specific governance processes and practices for improvement, such as IT CPIC integration with the overall budgeting process. Documented the USMC's As Is IT governance environment to include decision bodies, portfolio management, and EA capabilities

Provided a USMC-wide strategic IT governance vision with recommended tactical initiatives to improve IT strategic planning, EA compliance, governance process integration, and program management. Served as the USMC Aquisition Functional Area Manager, Portfolio Manager and CPIC SME.