Led a team of 30+, including responsibility for leading managers, portfolio managers, plus augmented staff matrix-reporting in to PMO, responsible for providing PMO governance, processes, tools, and templates for all business critical projects, mentoring and guidance for project managers. Monitored program status, metrics / KPI’s, providing communications to executive management. Collaborated with division and IT leadership to prioritize project requests and ensure that highest value and lowest risk projects are selected. Led monthly CIO IT operations review, aligning IT with business needs and strategy. Defined PMO governance and agile / waterfall methodologies, leading team of project managers in successful program execution of 60+ projects with a $60M budget. Managed demand management process, partnering with Finance counterparts to capture and prioritize business demand, and clearly communicate IT budget to C-Level executives to obtain approval of a $540M IT annual operating plan.

Led a team of 25+ resources, responsible for all IT requirements of external Big Safari customers at five Depots and multiple Field Units around the world, including software enhancement and maintenance, desktop support, server management, and network management.  Oversaw 6 profit generating contracts worth $3M labor and $350k in material dollars annually. Grew $1M in revenue by adding new contracts. Managed 66+ servers, switches, and routers at division and at Air Force bases for multiple Air Force programs.  Received Letter of Appreciation form Lt Col Rhett W. Brown, USAF for outstanding support and customer satisfaction. Hand selected to recover troubled Win7 Deployment project. Deployed 1,700 Windows 7 machines and retired or isolated 1,300 machines in 3 weeks.

Additional assignment. Personally selected by COO to identify and implement organizational and process improvements in underperforming Network/Telecom team. Responsible for the management and support of multiple networks and the telecommunication systems for the division. o Reorganized team structure by defining roles and responsibilities. Placed employees in roles congruent to their strengths. o Implemented process improvements, including standardizing and documenting processes, performing cross training, streamlining the supply ordering process, and developing key inter-departmental relationships.o Standardized and implemented procedures to ensure port level security efforts were effectively securing the network.o Received Top Star award for successfully upgraded over 300 network switches across the Mission Integration Division facility. Conducted impact analyses, assessed change readiness, and developed and executed rollout communication plans and crafted global and targeted communications to key stakeholder groups including C-Level, Customer, users. o Improved management of the division’s PBX by ensuring regular maintenance was performed, unused licenses were recovered, and new licenses, phones, and media cards were proactively purchased.

Additional assignment. Charged by the COO to identify and implement organizational and process improvements in underperforming Mobile Device Support team. Responsible for the management and support of company provided phones, tablets, pagers, and USB drives for over 5,000 employees.o Restructured the team to align employees with strengths while also finding development opportunities. Implemented process improvements, including standardizing and documenting processes, and performing cross training.o Implemented a Customer Service Center supporting 1,500 employees 24/7.o Received an Achievement award for reducing monthly cost by 30%, increasing accuracy of inventory, and improving customer support. Achieved 30% monthly cost savings by implementing inventory control and improved reporting.o Managed $75k project to transfer from BlackBerry and Samsung smartphones to Apple iPhones; completed on-time and under budget.o Received an Achievement award for improving External Certification Authority PKI Card Renewal process by securing single funding source, vendor management, and user documentation.

Additional assignment. Personally selected by COO to identify and implement organizational and process improvements in underperforming IT Procurement team. Responsible for the procurement of IT related material for the division.o Streamlined Capital and Expense Request approvals, reducing approval time by 2 weeks.o Managed annual indirect IT expense budget of $9.6M and IT capital budget of $500k.o Aligned with Finance to ensure accurate and efficient management of budget.o Received the L3 Excalibur Award for Process improvements and budget management of IT overhead budget.

 Led the implementation of PMP Project Management within team.  Documented and implemented process improvements in the customer Depot receiving process. Cut average receiving cycle time from 6.5 to 1.3 workdays.  Implementing UID Unique Identifier according to MIL-STD-130 in five Depots and multiple Field Units around the world.  Hand selected on multiple occasions to analyze, make recommendations, and recover troubled projects.

 Designed and implemented scalable and efficient systems using HTML, C++, VB6, VB.net. Automated repetitive tasks and processes to improve workflow efficiency. Provided technical support and documentation for software users and clients. Designed, developed, and maintained SQL databases to ensure optimal performance and data integrity. Developed complex SQL queries, stored procedures, and functions to support business analytics and reporting needs. Conducted regular data audits and implemented backup and recovery strategies to prevent data loss. Created and maintained documentation for database designs, data standards, and procedures. Assisted in migrating databases to new platforms and integrating with other software applications.