Serve as Innovation Lead and Systems Engineer for design, development, and delivery of strategic and classified initiatives for the US government. Bring together systems science, organizational transformation, and positive leadership to deliver solutions to strategic challenges for federal sponsors including DHA, HHS, and DOD. Projects and teams deliver on high-profile, high-risk innovations. Programs have included HHS Coordination Operations and Response Element (HCORE - formerly Operation Warp Speed), lunar exploration programs, and Strategic Deterrence initiatives that bring world-class expertise to our nation’s most critical defense, security, space and science challenges. As part of the Force Project Sector and Weapons Systems Engineering, I serve as subject matter expert for advancing the art and science of digital engineering (DE), business intelligence (BI) and artificial intelligence (AI) and complex decision science in support of the Johns Hopkins APL mission.

We develop and deliver personalized project management training to individuals seeking certification in project management (PMP\PgMP) or exploring professional project management as a career.

Provided technical leadership in healthcare systems, medical research processes, modeling and simulation (M&S), and innovation for National Health and Homeland Protection Mission Areas.Modeling and Simulation leadership for National Health and Homeland Protectiono Technical Subject Matter Expert (SME) for patient demand and capacity models for Assistant Secretary for Preparedness Response (ASPR). Co-author of paper to be published by JHU in 2022-23.o Developed tools and training to enable rapid response capability in support for Covid response model development and Customs and Border Protection (CBP) initiatives.o Drove technical analysis of CBP International Mail Facility (IMF) that integrated SYSML (MagicDraw) and simulation software (ARENA) to optimize operations.Navy High Reliability Organizations (HRO) Capability Assessmento Developed framework for capability and contextual assessments.o Translated findings to action planning in required standard DOTMLPF format for sponsor.Technical support to DHA Project Portfolio Management (PPM) transformationo Developed best-practice program management including LEAN\AGILE for DHA Research (J-9) .o Partnered with Component Acquisition Executive (CAE) Deputy Assistant Director to develop standardized requirements analysis and prioritization. o Directed design workshops to develop processes and action plans.APL Innovation Program Awards Recipiento Janney Explore selected for Operational Medicine (delayed to 2022).o Janney Engage 2021 interactive Hackathon to develop a multi-view point conceptual model (MVCM) of the national healthcare system on the moon.

• Established and directed the Project Management and Business Analysis Office (PMO) for Mayo Clinic Radiology. Creates standardized processes and tools to charter, intake, prioritize, generate approval, monitor and manage a portfolio of projects.• Defined project management tools and their application in the department to stimulate systems thinking and embed innovation into the culture of Mayo Clinic Radiology.• Hired, coached and developed a team of professional project managers and business analysts in the application of best practices. The team delivers results on high value, priority initiatives.

Directed innovation efforts including Mayo designers, physicians and staff to inspire and implement programs including practice redesign, connected care, and advanced technology. • Drove the creation of a Video Visit system to reliably connect patients in their homes with Mayo Clinic providers as a simple, affordable alternative to traveling to receive care. o Satisfaction was high for providers (92%) and patients (96%) o Patients were willing to use the service again if offered for care (99%) • Developed hospital inpatient video rounding that delivered high patient\staff satisfaction (96%).• Facilitated Obstetric redesign (OB Nest) leveraging technology and enhanced relationships between patients and providers. Resulted in improved patient connection and satisfaction while delivering 20% lower costs.• Directed the communications and marketing program including web, print and video content that positions Mayo Clinic CFI as an authoritative leader in transforming the experience and delivery of health and healthcare.

Responsible for analyzing, planning, and implementing technologies for media publishing; provided direction and mentorship for 3 Media Service Directors and 30 analysts.• Developed a robust, user-authored, intranet with over 2 million pages and 8,000 authors. • Managed the migration of forms from paper systems to electronic media.

Provide strategic leadership for the public school district including over 17,000 students. Board team leads in the development of policies and budgets in partnership with the School Superintendent.

Directed development of cargo systems and customer kiosks. Led efforts that reduced software costs by $500K/year by leveraging preferred vendors and streamlining offerings.

Led team of 22 internal consultants who delivered more than $6M of annual incremental value to Walt Disney World Resort through simulation studies and business process analysisConducted business analysis to support worldwide deployment of "FastPass" computer system to reduce wait time. Developed global operations engineering network to enhance Disney efficiencyAuthored Disney training courses on project management and business analysis

As part of the senior leadership team that improved guest service and delivered profits at Disneyland Paris (originally EuroDisney Resort), built an international, internal consulting teamDeveloped performance metrics, including the balanced scorecard. Improved operational profits for three straight years to over $40M in 1998Directed integration of Disneylandparis.com for internet and intranet. Directed financial analysis, identified need or opportunity, built case, and presented rationale to obtain corporate approval for $500M expansion project

Developed business strategy, operating plans, and financial analysis for a $120M cost center while managing a finance staff of 7 analystsIntegrated math modeling, yield management, and operations research into product strategy driving a 500% increase in annual passholder attendance and spendingManaged capital development process for $75M annual investment programConducted asset investment analysis to create a realistic long-range planning model