CORPORATE PROFILE: A $67B aerospace and defense contractor with 114,000 employees.RESPONSIBILITY PROFILE: LM-RMS Chief Architect – As a digital transformation visionary, I lead teams by establishing and executing Technology & Architecture Strategy and Governance programs through an open, agile, and digital (OAD) method. Through strategic and tactical decision-making, I organize and use OAD coupled with object-oriented functional and logical architectures to build modular and scalable solutions that address and incorporate future architectural design changes as business needs evolve. I own enterprise-level architecture decisions, and cross-Value Streams Architecture Trade Studies. Oversees final Value Streams architectural decisions.

RESPONSIBILITY PROFILE: LM-MFC Chief Enterprise Architect - Was responsible to create an engineering baseline for business and digital transformation (DT), including processes, people, data, and tools for customer programs.ACHIEVED IN THIS ROLE:BUSINESS TRANSFORMATION• I realized an opportunity to enhance communication and business operations during the DT program. I evangelized a transformation strategy across all BUs, instituted enhanced coaching and mentoring, developed a new holistic operations model focused on processes and data required for product delivery, created documentation, and collaborated with BUs to develop SOPs. I navigated change resistance and issues with outdated technology. These efforts have become SOP and Best Practice, lowered attrition, saved millions of dollars through reduced data transfer times and more streamlined communication between BUs, which earned me the increased role as LM-RMS Chief Architect.BUSINESS / TECHNOLOGY PARTNERSHIP• I received approval from the SVP and CIO to spearhead an initiative to improve business costs through leveraging IT’s potential. I established a correlation between product delivery programs and the related IT infrastructure through a Perceived Value Technology Adoption Model and Technology Adoption Cycle. I overcame internal delays and partnered with teams to continually redefine expectations. Once the organization was equipped with better methodologies to extract IT’s value, business and DT programs were significantly accelerated, I documented this approach for future business development. My work earned me a NOVA Award - Lockheed Martin's highest honor presented annually to individuals and teams who have made outstanding contributions to the corporation's mission and business objectives. Less than 0.5% Lockheed employees receive this award.

ACHIEVEMENTS CONTINUEDDIGITAL STRATEGY• The ELT desired to replace the current ERP to save costs but needed guidance on implementation. Thus, I wrote a business case to add an additional component to the digital strategy that enabled each BU to retain decision-making authority. After obtaining approval, I created and led an enterprise digital strategy using data and functional processes as key inputs for IT platform selection, configuration, and integration. We continually persuaded vendors and IT consultants of the new plan. Cross-functionally standardizing IT technology has greatly accelerated the company’s digital transformation plan.TEAM MENTORING / EMPLOYEE ENGAGEMENT• I realized an opportunity to align leadership on a shared vision for how data would be used in the overall business transformation. I divided data into two categories: data defining the delivered product and enterprise operations generated data. Utilizing this, I created a strategy with the Director of Data Strategy and Senior Manager of Data Analytics, coached them on implementation, and evangelized it up to the C-Suite to influence the entire organization. This plan became the foundation for the digital transformation, both data leaders were promoted, and IT is seen as necessary for growth. My responsibility and title expanded to Chief Enterprise Architect as a result.

RESPONSIBILITY PROFILE: In this role, I reported to the Systems Engineering Senior Manager with five direct reports. I was responsible for systems engineering for aircraft programs and their architecture or integrated digital environment systems architecture.

RESPONSIBILITY PROFILE: When I started for Lockheed Martin, I reported to the Maintenance and Logistics Senior Manager with a significant CAPEX buget, and 300 employees. I led project management associated with managing the maintenance/logistics budget, schedule performance, and business function performance for a flight test program.

Technology Consultant Firm

CORPORATE PROFILE: A $73B US B2B technology conglomerate with 270,000 employees. RESPONSIBILITY PROFILE: In my last role with IBM, I reported to the Service Area Leader with a $2M OPEX, $1M Revenue Goal, and ten employees. My duties included providing project management and technical leadership for implementation and systems management for multiple energy and utility clients, including the DOE. Further, I was responsible for enterprise architecture work for utility companies and functioning as a business analyst for oil & gas/industrial customers.ACHIEVED IN THIS ROLEMANUFACTURING OPTIMIZATION· To maintain engineering releases and manufacturing planning timelines, resolved to enhance product development and manufacturing technology processes. I first restructured the product lifecycle management (PLM) platform to correlate data and process architecture with manufacturing planning activities utilizing a VR/AR platform. Then, integrated manufacturing business rules, which allowed for simulation of the engineering design within the manufacturing environment and incorporated the platform into business development processes and the larger strategic plan. This integration reduced manufacturing change orders by 35% and engineering change orders by 15%.PROCESS OPTIMIZATION / CHANGE MANAGEMENT· I realized an opportunity to streamline organizational changes to policies and procedures in correlation with the latest technology upgrades. To accomplish this, I implemented a strategy that linked functional business processes to technology platform architectures to increase awareness and better guide the formation of policies and procedures. Once complete, I led team training on delivering and using all tools. Within the first year, this reduced technology adoption time by 50%, and over three years, it lowered enterprise costs by 15%.

RESPONSIBILITY PROFILE: As a Managing Consultant, I reported to the Associate Partner and was responsible for implementing engineering systems for shipbuilding and aerospace companies.

CORPORATE PROFILE: A $5.36B provider of virtual universes to businesses and people with 20,000 employees. RESPONSIBILITY PROFILE: With Dassault, I reported to the Director of Services and was responsible for implementing an engineering platform and instituting technology adoption leadership.ACHIEVED IN THIS ROLEOPERATIONAL OPTIMIZATION· To ensure no delays between engineering releases and supply chain planning, I was determined to foster greater cohesion between supply chain management and product development’s technology/processes. I built a proposal to restore order, presented it to leadership, and won approval. We then restructured the PLM platform to align its data architecture with the supply chain ERP data architecture, integrated engineering business rules into the PLM to automate part selection and led the shipyard experts and teams to execute. This streamlined processes, lowered inventory management costs by 10%, decreased engineering change orders by 15%. Leadership then retained me to replicate these results in two other shipyards.IT TURNAROUND· I resolved to guarantee customer satisfaction on a $300M, 4-year IT program. to deployed PLM capabilities and delayed software developer deliveries. Delivered a proposal to the VP, Program Manager and won approval to expedite software deliveries and improve PLM capabilities. I revamped the program’s focus on existing processes and data functionality, which was needed within the PLM platform to deliver customer products with a whole of enterprise approach to enterprise IT deployment. Then, I met with stakeholders to further define requirements, rewrote manuals, and provided training. This delivered a program extension to 10 years/$1B in revenue, and a 15% cost reduction for the customer’s program. IBM recruited me to become a Managing Consultant as a result.

CORPORATE PROFILE: A $13.6B electricity generator and power distributor for southern California with 13,000 employees. RESPONSIBILITY PROFILE: In this role, I reported to the Manager for Mechanical Design and was responsible for creating engineering and design changes for the nuclear powerplant, maintaining the design basis, and functioning as the CAD administrator for the organization.