Bringing order to the chaos of transformation. Facilitation, implementable strategy and program and project planning.

Established and grew a medical supply chain program management office for the Veterans Health Administration. Led a large team to implement medical commodity acquisition programs that enable VHA to benefit from its scale. Aligned government leaders, developed standard procedures and analytical tools to enable faster acquisitions, and led nationwide change management activities to support the rollout of new contracts, tools and processes.

Led multiple geographically dispersed teams of consultants to provide executive coaching and measurable performance improvement initiatives to VHA medical centers in four states. Led rapid assessments at each facility to identify and prioritize strategic improvements before partnering with Medical Center leadership to implement. Projects included improving access, business planning, employee engagement and strategic planning.

Led multiple transformation and program management projects and consulting teams including: • Managing a complex transformation to a shared services delivery model for an Air Force personnel organization (2012 - 2013) including implementation of a project management office, change management strategy, business process re-engineering and training. • Implementing and managing a multi-year (2011 – 2013) program management office for a joint military training organization that included strategic planning and tracking implementation of major initiatives. Led a study to benchmark the organizational structure and staffing levels against similar military and higher education institutions and conducted a metrics study to recommend metrics and dashboards. • Planning and implementing the reorganization for an AF installation management organization (2011-2016). Work streams include a project management office to plan, manage and measure the transformation and a SharePoint portal for communications and knowledge management.

Led the Program Management team that coordinated and monitored performance of over $3 billion of military construction, the realignment of approximately 20,000 federal jobs, and the creation of multiple new commands and organizations as the Base Realignment and Closure law of 2005 was implemented. In San Antonio, led a team that stood up a DOD compliant Project Server environment and tools, provided project managers to each major activity, documented and implemented governance, and provided strategic communication support (San Antonio Joint Program Office). Leveraged the tools and processes implemented in San Antonio to win contracts to implement and monitor the BRAC-mandated reorganization of Army Medical Research (working with the Army's Medical Research and Materiel Command) and implemented dashboards for the BRAC created Joint Task Force Capital Medicine to track progress toward BRAC completion.

Analyzed and assessed financial data to develop and implement a project costing framework for an organization that provides service to other military organizations. Specific work included life cycle costing, analysis and recommendation to reduce costs for an enterprise mainframe system.

Wide variety of consulting assignments with increasing responsibility over time including creation and maintenance of a real property database for the AF (Kelly BRAC), program and project management, strategic planning and implementation (Human Systems Program Office at Brooks AFB).

Taught courses in corporate finance, budgeting and cost accounting in Webster University's satellite program in San Antonio.