Deputy Project Manager for Defense Integrated Business Systems (DIBS) at Program Executive Office Enterprise Information Systems. In that capacity, I support the program manager in executing the strategic and program outcomes within the project management office (PMO) of 380+ personnel responsible for standardizing, streamlining and sharing critical data across the Army, DOD and industrypartners.

Deputy Program Manager for the Submarine Acoustics Systems Program Office (PMS 401)- a Team Submarine organization of 100+ civilian, military and contractor personnel that manages the full acquisition lifecycle of inboard and outboard (hull and towed systems) acoustic systems for the U.S. Navy. The PMO includes six acquisition category (ACAT) programs and $2.7 billion of funding over the Future Years Defense Program (FYDP). I was the senior civilian leader in the program office responsible for program and organizational outcomes (technical, schedule, cost, and resource management); as well as strategic priorities (Ex: Digital Transformation within the Submarine Warfare Federated Tactical System (SWFTS), PMO organizational effectiveness study, optimization of the SWFTS modernization process, and a more robust approach to cybersecurity tasks and efforts within the development process.

Subject Matter Expert and director for all acquisition and contracting related matters for Team Sub (PEO SUB, PEO CLB, and SEA07).

-Manage a portfolio of 3 lightweight torpedo (LWT) programs currently while being responsible for cost, schedule, and performance for all of the programs (1-ACAT II and 2-ACAT III).-Leading the effort to assess the technological roadmap for the LWT program and align it to fit the future funding needs and direction of the capability for the next five years.-Budget manager responsible for budget setting and development of $40 million dollars per year in the Research Development Test and Evaluation (RDT&E) appropriation.Develop POM issue papers and senior level presentations (flag level, senior executives) to support program funding and development decisions.Lead a team of 8 full time equivalents (FTEs) in the areas of engineering, cost estimation, contract management, logistics, and testing support to LWT programs.

-Serve as the Lead Readiness Engineer/project manager for the Principal Assistant Program Manager (PAPM) for Ship Readiness in PMS 505. This involves management of a team of 4 full time equivalents (FTEs).-Developed a sustainment readiness framework that coordinates and integrates the team efforts of three technical metric based projects. This program is following the strategic management model and is currently in the later steps of the implementation phase.-Led coordination of financial and technical resources in sustainment readiness to support all readiness and maintenance evaluation related efforts.-Developed a repeatable and evaluated process to assess and problem solve on-going readiness issues (related to failures on the waterfront) and use an integrated team approach to make sustainment based decisions in terms of sparing, technical capability, training, operations, and requirements related matters. The output would be an organized set of information that would allow for PM decision making.-Developed and integrated in a process to do technical interchange of information and failure analysis on systems that are continuous readiness issues and need problem solving.

- Deputy responsibility for 18 full time equivalents (FTEs) in multiple locations.- Manage financial resource to requirement linkages that includes high level planning, execution strategies, and re-alignment as needed in a changing budget environment due to the nature of the new ship program.-Represent PEO as lead representative and task coordinator for a Navy enterprise efforts.-Managing project managers and team leads to ensure execution of PAPM goals and objectives. This support includes high level program planning and financial execution plans.-Led and developed strategic development sessions for our Condition Based Maintenance Plus transition to program stage from pilot phase. The outcomes led to my developing of an acquisition strategy that is in the draft chain for signature this fiscal year.-Developed a new tasking management process and business rhythm to support multiple projects in my PAPM lane. Currently, managing the program priorities and milestone deliverables for the fiscal year to ensure we achieve our mission and support to the warfighter.-Briefed and provided presentations at the flag and SES level to support an integrated engineering effort that involved multiple teams coordinating together to support improved ship readiness and sustainment for LCS.-Developed position descriptions and organizational growth plans in support of the PAPM that involves performance evaluation measures.-Initiated contract oversight planning and strategies to manage the effective utilization and work to be performed in the realm of maintenance execution.-Planning professional development activities and training opportunities for project managers and team leads to grow their capability and meet their professional development needs.

-Responsible Government Lead for three avionics packages on an ACAT 1 program.-Manage Unit level risk management quality and directly involved in the improvement of the branch risk management program to include planning and development of the new program risk format process.-Initiated strategic planning efforts within the branch to include S.W.O.T. analysis, in order to prepare for our new strategic planning efforts.-Develop and manage funding requirements and life cycle costs.-Develop SOWs, budget assessments, contract requirement documents (CDRLs), and track the status of the contractor's work in meeting the requirements and/or specifications of the project as a contracting officer representative (COR).-Serve as co-chair on major acquisition program reviews (i.e., TRR).

-Consult Dept. of Navy senior science and engineering staff to support Counter-IED Electronic Warfare (CREW) mission in the Acquisition and Technology Department (Code 50). Attended PDRs and CDRs on the regular basis to provide technical expertise to the customer.-Conduct literature searches, technology surveys, trade studies, equipment tests, and analyses with respect to RF based electronic systems to recommend designs and assess system reliability to meet longer term future CREW requirements. -Conducted dry-run and formal testing that was witnessed/supported by the government and external agencies.-Provide presentations on RF and CREW related technical projects to various visitors to include flag level officers, senior officers, engineers, academia, and program managers.-Identify infrastructure (hardware, software, facilities) and process improvements that would result in an improved research and development capability in our division. Developed a $1 million dollar lab capability while implementing improvements and providing funding resource estimates.-Support technical investigations that involve the effects of various electronic devices, spectrum management related topics and any associated ordnance.-Developed and managed Gantt chart for project planning, interface control documents and technical analysis protocols to drive our research efforts of various RF based products and equipment.

-Perform engineering analysis of antennas and electronic warfare systems.-Monitor division contracts while serving as the technical lead on the projects. Tasked to ensure the contractors have the correct data and are given any analytical background as needed to finalize various capability studies and meet the statement of work requirements. -Briefed various presentations to conferences, executives, and commanders on the results of my technical assessments. -Initiate and lead a cross-division antennas working group to take a broader military electronics approach to various topics and assessments.