Innovative and goal-oriented with successful government management and leadership experience in acquisition, information technology (IT), operations, and logistics, seeking greater strategic or organizational challenges that leverage personal skills and experience level to defend and approved budgets and successfully increase services and other IT capability. Strong strategic thinker and proven leader with a reputation for meeting the most challenging organizational goals and mission objectives at the Veterans Affairs (VA), Department of Defense (DoD), Army, Air Force, and Interagency stakeholders. Motivated coalition builder, highly skilled in resolving conflicts and gaining consensus within groups and across governmental organizations through audience-specific communication and acute business acumen. Core competencies include: • Assembling Winning Teams • Developing Strategy • Fostering Awareness • Innovation • Negotiation • Program ManagementSELECTED ACCOMPLISHMENTS Led innovative transformation across the VA and DoD organizations’ digital information operations to keep pace with governmental needs and senior executives’ requirements. Leading Change • Structured and staffed ~$20.1M contracting support program for the Army Foreign Military Sales (FMS) community across the United States and three other foreign countries. Defined system requirements, selected optimum technologies, and delivered complex solutions. Leading Change • Led VA Office of Management and Budget (OMB) Integrated Project Team (IPT) response to 60-day organization task in less than 24 business days through strategic-focused direction, efficiently building and executing a process to collect and organize ~113M Commercial Off-The-Shelf (COTS) inventory data points from multiple stakeholders across the VA. Leading People • Originated and successfully implemented strategy for the Scrum project’s execution to develop the $325K FMS Operational and Maintenance Funds Supplement Web Application with a 35% cost savings. Results Driven • Championed solution for the Software Asset Management (SAM) disconnects through sponsorship of responsible, accountable, consulted, and informed (RACI) charter with senior executives to provide assign SAM business process, roles, and responsibilities. Business Acumen• Established critical directorate channels while building solid relationships across each directorate; established buy-in to expedite $10M increase in the IT baseline budget. Building Coalitions