On Contract to the Tennessee State Department of Human Services (DHS) as a Senior PM- Currently wrapping up a multi-year Digital Transformation Project to move the DHS Enterprise Architecture from it's locally hosted environment to the AWS Cloud. This involved the re-platforming of existing Programs and supporting applications as well as the Design and Delivery of new capability. Working with Vendor partners such as KPMG, Deloitte, and Ernst and Young, this $47 million Project runs through June 2023.- Completed MFT Project in September 2023 to migrate the Tibco Managed File Transfer (MFT) application from legacy mainframe environment to TDHS AWS cloud instance and configure the capabilities to support all required inbound and outbound MFT interfaces to and from Social Security Administration (SSA).- Completed Clearinghouse Project in October 2023 to migrate data from the Clearinghouse Legacy mainframe environment to the Snowflake Data Cloud modern data platform and configure the capabilities to support all required inbound and outbound data interfaces for both internal and external data consumers. Additionally, provide broader support of Clearinghouse Modernization related efforts including advice and recommendations for strategic data management and governance capabilities, target operating model framework, and change management/user adoption planning.

On Contract to the Tennessee State Department of Human Services (DHS) as a Senior PM: - Completed Family Assistance Printer/Scanner Refresh Project – total refresh of over 1000 Multifunctional Devices (Copy/Print/Scan/Fax) across all State DHS field offices including over 300 desktop Scanners. Project finished on time and under Budget. - Completed SharePoint Migration Project – migration of locally hosted Enterprise SharePoint instance to the Microsoft 365 Cloud. Started with a Site Collection of nearly 500 Sites; Designed new Cloud Architecture; Assigned Site Owners, Cleaned up Security Access Issues, Cleaned up environment prior to Migration and reduced active Sites to 165: Archived 154 Sites, Deleted 158 Sites. Completed August 2019. - Completed Call Center Migration Project in June 2021 - replacement of current Legacy Call Center system with new Cloud based Omni-Channel system from NICE-InContact. Held lengthy Requirements Determination process followed by a 120 day pricing and negotiation process with AT&T. Total of 8 Contact Centers were migrated to the new platform. Project team received the Tennessee ITPA award for that 2021 Project with the greatest Citizen impact. - Currently executing a multi-year Digital Transformation Project to move the DHS Enterprise Architecture from it's locally hosted environment to the AWS Cloud. This involves the re-platforming of existing Programs and supporting applications as well as the Design and Delivery of new capability. Working with Vendor partners such as KPMG, Deloitte, and Ernst and Young, this $47 million Project runs through 2023.

On contract to the Tennessee State Agency for Finance and Administration as Project Manager for a 6 month project to map, analyze, and recommend improvements to the existing Billing System.-Established Scope within first week and adjusted PMO schedule to reflect a delay in arrival of Project resources.-Oriented team of 3 Process Analysts to map and analyze 9 major billing processes. BPMN 2.0 Process maps completed end February.-The Process Improvement Phase of the project, involved working with SMEs and process owners to identify improvement opportunities from the new BPMN 2.0 process maps, applying industry standard 6-Sigma, ITIL, and BPR approaches.-Submitted 31 comprehensive recommendations for improvement and 2 new Project requests. One for selecting the improvements to be implemented with an analysis of scope and time frame; and the second to actually Initiate, Plan, and Execute the selected improvements.- Successfully delivered Project and closed out May 4th.

Offering PM and Business Consulting to local clients while searching for next PM assignment.-Completed all requirements to recertify as a PMP with PMI in 2018.-Provided review of self-employed accounting and tax requirements to a prospective 1099 consultant-Attended PEX LIVE 2017, a 4-day conference dedicated to current approaches and tools for Business Process Management (BPM) 25-28 Sept.

Project Manager, Projects and Process Improvement, Collections Division-Assigned 6 small Projects plus one Process Improvement effort during the period February – May 2017. The Projects included one Database Project, two Audit related Projects, one operational process related Project, and two process tools Projects. -Resigned from position in June 2017 for extended family vacation and to pursue opportunities that are a better fit for my skillset and experience.

While closing out four “Race to the Top” (RTTT) Projects was asked to take over as Project Manager for the troubled BEC Conversion Project, a 3 year effort funded at $7 million which was significantly behind schedule and required a change in direction. - Immediately began to address Project issues by reconstituting the Project Team, establishing standardized processes, changed project direction from internal development to a COTS solution, and stabilized the Legacy System through infrastructure upgrades and value added application upgrades. - Proposed the Versa™ system from MicroPact as the COTS solution for replacing the Legacy system and proposed a Sole Source Award to that vendor which was approved- Participated in the update and submission of an adjusted Project Budget and one year schedule extension to the 2017 Legislative Budget Review (LBR) which was approved- Awarded Contract in July 2016 to MicroPact and the Vendor Discovery process began within the same month.- Received a 98/100 on the Agency for State Technology (AST) Project Audit with no corrective actions required on Project documentation submitted.- Vendor Discovery process concluded in Dec 2016 with all configuration requirements and customizations identified for execution starting Jan 2017.

Providing Project Management and Consulting Services to the Florida Department of Education's (FLDOE) "Race to the Top" (RTTT) Grant.- assigned three RTTT USDOE grant funded projects supporting the Assessment, Research, and Measurement (ARM) Division. Restarted two of the three that had been on hold.- within first 90 days, documented the data collection, processing, validation, and management processes for the Value Added Model (VAM) being used for assessing teachers and schools. This 273 page document included VISIO process flows, detailed process and model descriptions, validation and verification processes, and a Data Dictionary. This document will be used as a baseline from which to formally establish the process and improve it going forward.- coordinated the creation of a new storage drive to house all VAM data and established folder structure and folder/file naming conventions with the VAM Team. Set up the folder structure, coordinated access rights and privileges, and opened drive for data migration.- drafted, submitted, and walked through a Grant for approval thereby restarting a Project that had been on Hold for a year. Placed approved grant with the University of West Florida to study models and methodologies to measure student growth in "Performance-Based" courses (Health & Physical Education, Music, and Art). Kicked off Project Dec 13th 2013.- worked with IT to establish a secure process for annual Migration, active storage, and archiving of VAM data into FLDOE's Education Data Warehouse.- assigned as the Roster Verification Coordinator with management oversight over the Roster Verification Tool (RVT) used by all Florida School Districts and Schools to maintain accurate teacher rosters used for computng student growth scores- selected as a member of the FLDOE Educator Quality review board, providing ongoing management support and advice to the Deputy Chancellor of Educator Quality

On Contract to Consumers Energy’s Technology Management organization as the Project for a $6 million 18 month Windows 7 Migration Project. Project was approved to move to Execution Phase in June 2013. Deliverables include:• Migration of 9500 client machines from XP to Win7• Replacement of Radia software distribution system with Microsoft SCCM• Rationalization of over 8000 applications in inventory to include retirement, replacement, and remediation to prepare for Migration• Packaging and Testing the final clean Migration DSLAccomplishments include taking the Project from Planning Phase into Execution with a completely overhauled budget and schedule, establishment of two Vendor Execution Contracts, and a complete staffing plan for a Team that included three workstream managers (Packaging, Testing, and Migration) to complete Project before the Win XP out of support date (April 2014). Software inventory was also rationalized from 8000 down to 600 for final Migration plan.

On Contract to Consumers Energy Collaboration, Communication, and Productivity (CC&P) Program as the Project Manager for a $3 million 15 month Enterprise SharePoint Portal Deployment. Standard PMO processes employed involve both Agile and ITIL. • Took over Project at end of Planning Stage when previous PM quit• Assigned additional duties overseeing and planning other CC&P Projects including Lotus Notes to Outlook Migration, SharePoint Documents Management, and Lotus Notes Migration• Caught up on all Project Documentation within a month and reformed Project Team• Established new Change Management Program for Program Office and trained new Change Manager• Developed and submitted Budget not for next three Phases of SharePoint development for increased capability through 2014, but also for Content Migration (Lotus Notes, Older SharePoint Sites, and File Shares), Unified Communications, and Enterprise Content Management (ECM). Presented budgets at Budget Committee – all passed and were funded through 2014.• Established planning foundations for ECM and Content Migration projects.• Established a renewed focus on Governance from both a technical delivery standpoint as well as SharePoint management• Drove a review of Disaster Recovery process which uncovered significant risk areas, insisted on formal documentation, and pushed for documented annual testing.• Added Business Analysts to staff to redraft User Stories and Use Cases as the original requirements were inadequate to develop QA Test cases from.• Managing a 1.1 million Fixed Price Vendor delivery Contract• Project includes Mobile capability (Mobile Entrée) and enhanced Social Media capability (NewsGator).• Project also includes significant Content Migration from former EPIC Portal, selected Lotus Notes Content, and select File Share Content.Successfully delivered in October 2012.

Agreed to join the new Training Division as a lead instructor and curriculum developer in January 2011 to help launch the delivery of H2PC Enterprise Training Services.•Qualified as Deltek University instructor to teach the Government Procurement Certificate Program at George Mason University (GMU). Currently scheduled to instruct classes in Washington, D.C. through FY 2012.•Designed and developed curriculum for a new 1 day Pre-Retirement Course for Navy Human Resource Management (NHRM) Southeast. Currently awaiting Contract Award.•Designed and developed curriculum for a 40 hour Contracting Officer Representative (COR) Course compliant with both Office of Federal Procurement Policy (OFPP) and Defense Acquisition University (DAU) requirements. Scheduled for classes in FY2012.•Designed and developed curriculum for a Writing Professional Statements of Work (SOW) Course for DOD clients. Scheduled for classes in FY 2012

Engagement Manager responsible for delivering consultant services to clients in the areas of Project Management, Integrated Organizational Performance Management, and Microsoft SharePoint Deployment Services. Primary activity involves helping clients establish effective strategic planning processes, mapping of critical processes, process improvement, team building, change management, organizational communication, training, facilitating meetings and conferences, and establishing performance measurement processes linked from the Strategic Plan down to individual employee performance elements using SharePoint as the recommended tool of choice. Project Management assignments include:•The Navy’s Manpower Training and Education Command (MPTE) serving the Navy’s Bureau of Personnel (BUPERS) in Millington Tennessee with Project Management Office (PMO) and Information Management Office (IMO) support, as well as the Naval Education and Training Center (NETC) in Pensacola Florida with Chief Information Officer (CIO) Project support.•SPAWARSYSCOM Charleston for Information Assurance Training.•ThyssenKrupp Steel Inc, Calvert, Alabama, providing IT consultancy support in correcting configuration issues with their SharePoint system, providing one-on-one Training for their SharePoint Administrator, and setting up Performance measures by integrating SQL and SharePoint capabilities.•Providing SME and consultancy support to the Navy’s PEO-EIS Project Acquisition Program Management (APM) Office (PMW-240), as well as to the VA Chapter 33 Program for general Project Management support with an emphasis on Project Metrics.•Also designed and presented seminars and training in such areas as:o SharePoint o Stress Managemento Team Buildingo Strategic Management for HRo Facilitation skills

On Contract to Navy Manpower Education Training and Education (MPTE) Chief Information Officer (CIO) Pensacola FL, providing operations management consulting support. Primary duties involve analysis, formulation of alternatives, and preparation of supporting documentation for program performance, program assessment, ROI studies, and financial inputs, as well as establishing and collecting integrated performance metrics using extract/transform/load (ETL) processes from authoritative databases. Also provide advice on technical process issues, auditing and recommending improved processes and procedures based on industry best practice, and facilitating integrated process teams (IPTs). Supporting Strategic Planning roadmaps in three primary focus areas: Capital Planning, Project Management, and Information Assurance (IA). •Set up and finalized enterprise performance metrics for CIO Dashboard to include IA awareness training, FISMA system status, NMCI performance, IA vulnerability management, and IA workforce training and certification. •Performed a survey of over 200 MPTE systems collecting data on use of Personally Identifiable Information (PII) and associated system environmental factors affecting the security of that information. Provided an EXCEL summary of the survey for management review and attention.•Lead facilitator at MPTE IA Summit in May. Trained other facilitators, and designed facilitation process for event. •Working closely with IA Manager, researched IA processes and reported industry best practice in order to help draft a new MPT&E Information Assurance Instruction. Also facilitated the launching and initial progress of the IA Security Roadmap. •Assigned as Project Manager in September 2007 for standing up a Microsoft Office SharePoint Server (MOSS) website for MPTE to support knowledge sharing and collaboration as well as Business Intelligence (BI) applications.

Responsible for all supply chain and logistics support for the Enterprise Information Solutions (EIS) business unit including planning, coordinating, monitoring. and evaluating programs; as well as negotiating and placing subcontracts, subcontract administration, purchasing, and logistics management for 5 major DOD prime contracts involving 6 major military industrial maintenance facilities with a staff of 19 diverse procurement personnel across the US. Responsible for inspection and audit of remote operations. Primary logistics services involved supplying maintenance, repair, and overhaul (MRO), bit and piece parts in a “just-in-time” environment to support military hardware maintenance programs as well as a repair and return programs. Similarly supported database management programs serving such agencies as Department of Education, Health and Human Services, and the Veterans Administration. •received two performance awards in December 2003 for outstanding support on major contract win and execution of ramp up on new program •saved one Program over a million dollars in labor burden costs by reforming major subcontracts •recovered ignored economic price adjustments from prime contract holder increasing base profit margin on major logistics contracts •designed, procured, and established EDI system for transmitting automated purchase orders direct to primary vendors

Initially joined this small FDA regulated company as the Materials Manager, responsible for the purchasing and inventory management of $3 million in high value inventory, as well as production planning and distribution for $8 million in annual product sales. •increased inventory validity from 25% to 92.5% •decreased quarterly inventory adjustments from $250,000 to $212 •reduced inventory by over $1,000,000. •increased on time deliveries from less than 50% to 98% •Assigned as Director of Manufacturing in September 1998 responsible for production planning, monitoring, and coordination of 6 separate production areas: •acted as interim plant manager from Oct-Dec 1998 when company was bought out. Took company through due diligence process to closing. •increased lot yields sevenfold from the beginning of 1999 to the second quarter of 2000 by focusing on total quality management and process audit •cut monthly costs by over $40,000 by reducing reliance on outside vendors, reducing utilities demands, moving to a new IT system, and streamlining vendor contracts. •trained in 1999 in as a Windows NT systems administrator, expanded the LAN to 15 active ports, added DSL service, and managed the company’s email accounts. Maintained and repaired corporate IT assets. New owners reorganized management functions in November of 1999. Assigned as Director of Materials and Systems, responsible for Materials Management plus all IT, communications, and security systems support: •Installed additional server to LAN, new backup system, and new corporate Quality Management software. •Negotiated contract with major supplier leading to a 5% reduction to previous year’s prices. •Initiated validation program for new quality management software in accordance with FDA requirements.

Retired as Commander after 21 years in the Navy Supply Corps. Operational specialty in general aviation operations support. Professional specialty was as an acquisition (Contracting Officer) and financial management (Program Business and Financial Manager (BFM)/Comptroller) specialist. As both a Principle Contracting Officer (PCO) and Administrative Contracting Officer (ACO), I was responsible for reviewing requirements definition, sourcing, solicitation, selection, negotiation, and final contract award, as well as post award administration including processing progress payments, contract performance review, and contract changes. In the Financial Management area I have been a Program Business and Financial Manager (BFM) as well as a Comptroller responsible for all aspects of the Planning, Programming, Budgeting, and Execution (PPBS) system including budget formulation and defense, execution monitoring for monthly reviews, evaluation of budget change requests, as well as reporting commitments, obligations, and expenditures. I was also responsible for ensuring adherence to Public Law, execution analysis, and providing recommendations for reallocation of funds to meet emergent needs. As a Supply Corps Officer my career assignments also included general supply, logistics, and IT systems management duties. Other experience includes food service, retail sales, and personnel support services (laundry, dry cleaning, barbershop, and berthing services). Also assigned as Project Manager for several IT systems projects and logistics database programs. Earned DAWIA Executive Level III Certifications in Acquisition and Contracts Management as well as Financial Management. Trained and experience in ISO 9000 quality audits in addition to being trained as a Baldrige examiner to perform graded inspections on Naval Shipyards.