• Providing technical leadership for the Marine Corps Recruiting Commands Manpower Modernization Effort• Standing up the first USMC Azure Cloud implementation• Building SecDevOps capability• Developing new recruiting information software system using agile software methods• Integrating the new recruiting information system with 14 external systems to provide a paperless solution• Converting and migrating legacy data• Providing business process re-engineering advice

• Developed and executed a 5-year plan to build out and modernize the IT organization, processes, and technology through a $13 million annual budget which included an $8 million capital budget. Managed 28 in-house technical staff and over 40 external contractors which included offshore software developers. Responsible for all IT operations and systems to include telephony, audio-visual (A/V), hardware and software. Implemented policies and procedures which incorporated standards that complied with regulatory requirements (e.g. PCI, HIPAA, SOX).• Improved business processes across the company. Went from 4 independent manually operated systems to over 28 automated interconnected systems and services which resulted in improvement in every business area, some examples include: o Reduced average life insurance policy underwriting time from 65+ days to 27 days o Delivered low face value, low-risk life insurance policies to customers the same day vice a week o Shortened end of period financial reporting from ~40 days to 1 week o Batch processing and customer monthly statement delivery shortened from 12 days to daily o Decreased Tier 1 help desk time to correction from 3+ days to within 4 hours and Tier 2 help desk correction times lowered by 63% while the user base doubled. Implemented a Tier 0 support structure.• Established Cybersecurity Program to include re-engineered an advanced network, end-to-end monitoring, intrusion detection and prevention systems, employee training programs, robust recovery capability, and data loss prevention technology

• Developed 8 years (2007 to 2015) strategy to consolidate and streamline US Navy’s safety IT portfolio. Within the first 3 years reduced portfolio by 58% to 24 systems and budget authority of $18 million through coordination with 21 business divisions. Achieved a further 71% reduction to $7 million in annual costs by 2015. • Reduced networks by 80%, servers by 81% and applications by 62% which resulted in an immediate 18% reduction in infrastructure costs. Shifted data center to an external provider with redundant geographically separated capabilities. Midterm and long term costs to include contract and employee costs were reduced by 31% and 45%, respectively.• Delivered software 37.5% faster and within the deadline, improved software estimation costs, reduced software defects by over 70 % and reduced overall costs by 9% through re-engineering of the software development process that included introducing agile methodologies, restructuring team, renegotiating contracts and balancing outsourced resources.• Increased capability to 40% of personnel by upgrading computing technology to allow for greater mobility in support of training, inspections, investigations and business continuity• Provided IT solution to automate paper processes for diving operations reporting, parachute planning and shift scheduling that improved operational efficiency, effectiveness, and reduced risk