Providing leadership and guidance for the team's successful delivery of programs, by ensuring there are standardized processes and procedures, EVM metrics, and the right software and resource management tools. Responsible for overseeing the Earned Value Management process for the monthly EAC update cycle, facilitating the Risk Management process, and facilitating the monthly Program Management Review. Develop Power BI Dashboards from multiple data sources to enable effective insight to performance and program health.Develop and manage the organizational team budget and headcount profile; and represent the Colorado Springs Program Management Organization on the Corporate PMO Council, where I participate in setting governance standards across the company.

2021 - 2023 Board Vice-chair2020 - 2021 Treasurer/Secretary2019 - 2020 Board Member

• Led organization annual budget development - ~500 heads, ~$90M OpEx budget, $5M-$10M Capital budget; coordinate between the US and India teams• Oversee quarterly OpEx performance for more than 5 geographically separated sites, 7 development programs, and monitor >100 purchasing documents to report quarterly performance to budget• Managed and expanded the capability of a division wide Engineering Resource Allocation tool to provide a 5 year forecast/resource need; ability to assign headcount, cost, and accomplish real-time complex what-if scenarios • Act as “de facto” Chief of Staff for the Systems Engineering Director• Successfully led the IT/SW/Asset portion of the LSI/AVAGO acquisition into Seagate Technology; also modeled headcount and finances for acquisition – this was a 6 month effort • Manage two US and India based technical writers, creating on average 3 manuals each per quarter in support of new and existing products • Led the successful ISO 9001 audit for Colorado Springs; provided support to my India counterpart for their successful ISO 9001 organizational audit

2015 - 2016 Treasurer2014 - 2015 Fundraising Chair2011 - 2014 President2008 - 2011 Treasurer2006 - 2008 Men's Club President2004 - 2006 Men's Club Vice President

Lead planner for the first ever U.S.-Mexico Interoperable Tactical Communications Exercise. Responsible for coordination and execution of the exercise including participants from multiple directorates at USNORTHCOM, ARNORTH, Customs and Border Protection, US Coast Guard, and the Mexican Army and NAVY.•Account manager for task with a contract value of $650,000•Increased contract value by $450,000, including an additional 0.5 FTE•Provided government client with cost estimates for each event and coordinated funding approval with multiple organizations in USNORTHCOM•Developed key Course of Action (COA) briefs used to drive decisions at the O-6 and General Officer levels of the organization•Coordinated and led the Initial, Mid, and Final Planning Conferences for two communication exercises which required the coordination of multiple U.S. DOD agencies and Mexican Military Officers•Authored and co-authored key project artifacts: Project plan, Integrated Master Schedule, Technical Briefs, Test Plan, Event Guidance Documents, technical reports regarding facilities and radio equipment requirements, After Action Reports, and official communications to the Mexican Government•The Government client commented to Booz Allen leadership: "I wish I could have Dan on every project team I ever work on."Key skills utilized in his Booz Allen role: Microsoft Word, Excel, Project, Access – including creation and improvements of complex database applications, Visio, PertMaster, Milestones Professional, and Minitab statistical analysis tool.

Supervised a staff of twelve technical writers, with matrix responsibility for two software engineers. Oversaw the team’s quality and correct incorporation of redlines and other changes of Technical Orders for the Air Force Satellite Control Network (AFSCN). Ensured the technical writing was done to applicable MIL-STDs, and was measured against the contract’s Performance Based Statement of Work.

Managed new product development programs of diverse scope and complexity. I was responsible for planning and implementing Design for Excellence, Lean Manufacturing, and Pilot to Volume Manufacturing transition activities to ensure successful commercialization and delivery of new products.Applied Systems Engineering best practices to ensure a successful transition of major systems from engineering to manufacturing. This included application of Risk Management, Requirements development, applicable engineering reviews, and implementation of engineering corrective actions through the Engineering Change Order process.