Provided program management support to a 33-person team responsible for providing technical engineering, IT infrastructure support services, and operational sustainment to a highly available and secure data center whose direct mission is to enable the delivery of world-class, origin-to-destination distribution solutions. These solutions directly support US Transportation Command (USTRANSCOM), Military Surface Deployment and Distribution Command (SDDC), and the commercial transportation industry providing world-wide logistics support to our soldiers, sailors, airmen, Marines, and Coast Guardsmen. • Provided direct support to the CIO and his staff on future strategic planning with respect to infrastructure technical refresh, cyber security policy, data center modernization, and migrations strategies into the Amazon Web Services (AWS) GovCloud • Managed five teams that sustained Oracle Solaris 10/11 global and non-global zones, Windows Server 2008r2/2012r2 virtual machines, Red Hat virtual machines, Horizon View Remote Access desktop instances, Oracle Database, Cisco network equipment, NetApp storage devices, CommVault backup appliances, VERITAS clustering services, and Host Based Security System (HBSS)• Provided 24/7/365 operational support...on average the team worked between 90-110 service requests on a weekly basis while also working short and long term projects• Initiated/managed/closed multiple projects...that included the migration of new programs into the environment, new engineering projects to make the data center more capable and efficient, and migration support of programs out of the enclave and into the AWS GovCloud • Earned performance award 3 months after starting for identifying and correcting contract shortfalls, earned top scores on annual appraisals, and led team to win VETS 360 Degree Award for making a significant impact to the contract and the customer

- Consolidated and analyzed inputs from 25 US Air Mobility Command (AMC) units on inefficient IT services; briefed the CEO or his representative on multiple occasions and identified fix-action road maps for each service- Identified Information Technology Functional fix-action road map and established AMC working group consisting of the AMC IT functional owners to increase the efficiency of IT services command wide- Program Manager to four IT specialists on two different contracts supporting AMC; provide monthly status reports for each contract; and monitor/approve employee work hours and vacation requests- Provided critical security consultation on how to certify and accredit AMC's Electronic Flight Bag (EFB) initiative...coordinated team effort to review 100 security controls and ensured system documentation met Federal Information Security Management Act requirements- Initiatied and coordinated project actions to identify critical flight publication workflow; output was critical to developing procurement documentation for new mobile management services for the EFB- Coordinating information from multiple sources internal/external to AMC on integrating mobile technology application requests into the current AMC information technology process

•Directed work, interviewed and hired employees, established and reviewed performance standards, identified training needs, effected disciplinary action and performed other supervisory duties for 57 employees•Built 49-person team from scratch for 3-year contract valued at $13M implementing DoD IA Certification and Accreditation Process (DIACAP) for Air Force information systems•Supervised 41-person team responsible for making security determinations through reviews of system information and supporting documentation; and consultation with program managers and other system advocates to resolve issues with their DIACAP responses•Provided direction to 20-person team responsible for assessing and evaluating COMSEC, EMSEC, and COMPUSEC programs throughout the AF and DoD as well as making recommendations to strengthen IA security•Coordinated the development and interpretation of AF IA policy and procedure; recommended implementation of governance contained in directives, instructions, manuals, and standards

•Supervised and managed 90-person multi-disciplined directorate during director’s absence…controlled and managed $3 million operations and maintenance budget…rated #1 of 5 deputy directors by the agency commander•Provided leadership and supervision to personnel during dynamic and stressful agency reorganization; consistently garnered quarterly awards; insured 100% accountability for all correspondence to higher headquarters•Direct support to Air Force CIO on developing policies and procedures to provide DoD-wide communications and information systems interoperability supporting over 700,000 users worldwide…facilitated security capabilities plan to integrate two major military networks that resulted in zero loss of capability while reducing long-term lifecycle costs

•Supervised and managed 15-person team within matrix organization that was the USAF lead and focal point for integrating information sharing and information assurance policies and network architectures into the Air Force’s main enterprise communications network; inserted coalition and secure networking requirements into the AF and Joint capabilities process for future coalition networking solutions…recognized as Field Grade Officer of the Quarter for leadership•Facilitated Cross Domain Solution (CDS) user requirements for meeting information assurance controls identified in DoDD 8500 series, as well as the Director Central Intelligence Directive 6/3, through the DoD C&A process…rate of meeting suspenses increased 40% over previous three years while DoD approvals increased 50%•AF focal point for DoD’s Multi-national Information Sharing Analysis of Alternatives; mediated C/S/A discussion to guarantee best product for the community; ensured product met DCID 6/3 requirements•Briefed coalition networks, multilevel security (MLS), and CDS vision to multiple COCOMs and MAJCOMs•AF lead for $755K network transition to enable our mission partners access to SIPR Releasable data; led additional effort to replace $163K worth of aging network equipment to enable GWOT mission support; implemented OSD/NII technical implementation instructions to ensure SIPR Releasable network met policy not identified in DoD or DCID directives

•Action officer to 16-nation NATO organization working the transformation and enhancement of information systems for NATO’s air and space forces to improve NATO operations•Deployed to Kabul International Airport and performed a site survey to support NATO’s peace-mission…identified minimum military requirements for the dilapidated airfield while ensuring NATO only funded mission-related requirements•Subject Matter Expert on Network Centric Warfare…authored center’s briefing on network centric warfare that was presented to over 500 attendees•Developed first-ever communications planning guide for NATO operations planning that was tested and accepted without revision•Unit A6…successfully upgraded USAF’s dialup network to a dedicated communication line…coordinated with the host German communication unit and the US communication support unit…new access increased throughput 2,500%, improved reliability 100%, reduced the unit’s phone bill by 90%, and improved productivity by 30%

Supervised and managed office of 17 military, civilian, and contractor professionals in the development of sustainment and command policy for our nation's radar and early warning communications systems supporting United States homeland security. instilled configuration management to the decision-making process that put long stagnant projects back on scheduleAdvocated and won support to fund United States Air Force's only radar evaluation squadron and to renew funding for a $9.8 million satellite lease that directly supported the war on terrorism in Southwest AsiaHonchoed $78 million effort to develop requirements for North American Aerospace Defense Command's new emergency communication suiteManaged 10 people in matrix organization to develop communication suite requirements and evaluate contractor deliverables for the Airborne Laser. feedback on operational requirements compliance identified communications problems that saved program $2 million and key design inputs resolved radio interference and software challenges resulting in a 100% successful software build demonstration

•Coordinated command activities between 4 groups/12 agencies, employing over 10,000 people•Screened, edited, and controlled wing's administrative correspondence…on-time rate 99.9%...authored wing’s winning Outstanding Unit Award•Orchestrated commander’s calls to over 3,200 personnel •Facilitated wing staff meetings, maintained/delivered the wing mission briefings to local civic leaders, visiting dignitaries, and visiting VIPs (i.e. Chief and Vice-Chief of Staff of the Air Force)

•Responsible for operations and maintenance of command, control, and communications in support of the 97 Air Mobility Wing and nine tenant units•Led 40 personnel in seven diverse work centers…responsible for airfield communications maintenance, LMRs, and telephone ops directly supporting 5,000+ training missions…average uptime rate 99.5%, 1.5% above AETC’s goal•Managed annual flight budget ($450K), facilities ($2.3M), and equipment ($10M)•Maintained the Next Generation Weather Radar covering 234K square miles over six states and 5 million people…revitalized preventative maintenance inspections to increase radar availability to 99.7%, 3.7% above command’s goal•Developed quarterly trend analysis report to communicate health of airfield’s navigational aids’…enabled corrective actions and it was benchmarked by higher headquarters•Company Grade Officer of the Year at the Support Group and Squadron level; Company Grade Officer of the Quarter at the Wing, Support and Squadron level

•Led 21 people in matrix organization as command focal point for the introduction, integration, and testing of new hardware and software technologies for USSTRATCOM’s $1.3B TRIAD computer system that produced our nation’s nuclear war plan •Developed, implemented, and managed a computer and network application free trial program that allowed the introduction of new technology into US Strategic Command’s computer system•Initiated the design, development, and implementation of the $500K Integration Test Bed to help the command effectively introduce new technologies into a testing environment versus running the tests on an operational system…provided better configuration management of new hardware and software…significantly enhanced US Strategic Command’s existing configuration management process•Designed and implemented system-oriented configuration management process…customers demanded baseline configuration tests and audits to ensure new systems would successfully integrate into the existing computer system•Identified and implemented repeatable processes while eliminating “stove-piped” configuration management approaches…customers received “plug and work” computer systems, tightened configuration accounting, reduced configuration delays, and streamlined procedures to increase efficiency•Led successful integration testing effort of cross-platform computer software packages, like applications from Microsoft, IBM, Sun, and Silicon Graphics, that eliminated the need to build the nuclear war plan on multiple computer terminals, resulting in a savings of $200K•Selected over 22 other officers for Company Grade Officer of the Quarter

•Provided QA on 500,000 lines of computer code, in 2,000 program modules, residing on 8 mainframe computer systems providing direct support to AF’s highest priority customers•Consulted with contractors on the $36 million software upgrade contract to Global Weather’s main production system…identified critical test plan errors in deliverables preventing a contract delay and ensured delivered software would not disrupt 24/7 weather operations•Maintained the software responsible for managing 24/7 receipt of vital weather data used to produce mission support products for critical military national agencies. This software processed over 23,000 worldwide weather bulletins each day.•Responsible for the maintenance of AFGWC’s 18 on-line libraries used to control the processing and routing of all incoming global weather bulletins.•Programmed 12 updates to the Surface/Upper Air Observation master routing table that were responsible for building AFGWC’s environmental databases.•Handpicked by senior staff to lead a new effort to prototype and test a new software project management system for Global Weather…high initiative and thorough research resulted in a comprehensive, accurate test and review of potential candidates•Developed innovative installation procedure for incremental software improvements that resulted in the savings of 900 programmer hours a year for critical new development work•Successfully managed $182K budget for 148-person division…ensured accurate accounting and proper use of resources