Currently engaging with clients to help them plan and execute programs for achieving excellence in customer-facing and IT-intensive operations. Specific leadership responsibilities include:* Engagement360: Enabling companies -- especially in life sciences and health care -- to achieve commercial excellence and customer resonance with process-focused, right-priced CRM platforms and technologies.* Compliance360: Enabling companies to accelerate learning curves, change behaviors, lift performance, and obtain compliance with the paradigm-shifting Acadia Performance Platform.* Service360: Extending Keen360's core competency in knowledge-intensive customer service via the launch of a quality-driven support center in English-speaking Guyana (S. America).* Delivery Excellence: Leading the development and on-going improvement of Keen360's assets and methods for consistently delivering superior service and value to our clients.* Go-to-Market Partnerships: Leading the enlistment of selected partners for technology and services in order to create combinations that deliver differentiated approaches and sustainable value for our clients.

• Stood for election to Congress, striving to be the kind of pragmatic and civil candidate that I was seeking but not finding either on the ballot or in Washington.• Designed, deployed, and operated the campaign’s digital platforms. Conceived, wrote, scripted all content.• Raised more funds from donors than any other LP candidate in the country for the U.S. House. • Polled better (40% - 300%) than any other LP candidate for statewide or federal office in Maryland.

Responsible for establishing governance, tracking progress, and realizing objectives for a portfolio of key initiatives for improving the health and safety of all Marylanders, especially initiatives that are IT-intensive.

Served as COS and COO, coordinating leadership and running operations at the $14B Maryland Department of Health (MDH). Responsible for implementing a shared-services operational model (including blueprint for enterprise IT), strengthening customer service, and handling high-priority incidents (i.e. crisis management).• Managed the offices for finance, human relations, information technology, central services (i.e., buildings and inventory), communications, customer service, and transformation. Coordinated these functions across the Department's four Administrations, eleven hospitals, two dozen Health Occupation Boards, two dozen Local Health Departments, and four dozen commissions. Served as operational liaison to the Governor's office; as steering-committe member for MD-THINK, a $200M+ program to support over a dozen agencies in health and human services on a modern IT platform.• Implemented methods and tools for project portfolio management, including project charters, three-tier program governance, and executive dashboard reporting. Achieved rapid improvement in coordination, progress, and outcomes for the Department's top initiatives.• Launched and managed the incident response teams for high-complexity, high-urgency projects for: Safely transferring vulnerable residents from a nursing home closed by federal authorities due to unsafe conditions; moving and modernizing a Strategic National Stockpile warehouse for medical equipment and supplies on emergency basis in six weeks while maintaining continuity of service; and addressing decades-old issues at the Department's adult psychiatric-care hospitals within six months to the public satisfaction of the courts and the legislature.• Taught and promoted a method for creating narratives to convey the Department's work, results, and plans to outside stakeholders. Coordinated the Department's re-branding in 2017.

Served as IT leader for the $13B Maryland Department of Health (MDH, formerly known as the Department of Health and Mental Hygiene), providing services, solutions, and strategy to enable the Department to improve the delivery of healthcare services in Maryland. • Resolved acute problems relating to procurements, vendor performance, audit risk, website experience, application development, and service delivery.• Implemented industry-standard practices for program management, application portfolio management, application lifecycle management (including judicious leverage of Agile methods), datacenter management, software-license management, and service-desk management.• Drafted and delivered a strategy for sustainable Enterprise IT at the Department, including a federated model both for complementing the statewide Department of IT (DoIT) and for coordinating the IT across the four Administrations within DHMH, each of which Administrations is a complex multi-billion-dollar organization. • Delivered a range of "first ever" solutions across MDH, including an analytics platform for finance and budgeting; a managed-service model for renewals of professional licenses; wifi service for a hospital campus built in the 19th century; and a disaster-recovery capability for the enterprise datacenter.• Recognized and averted a crisis in technology implementation, operational workflow, and customer / patient experience for the Maryland Medical Cannabis Commission (MMCC), enabling a successful launch of registrations and operations in 2017.• Promoted cooperation and collaboration across a complex stakeholder landscape that includes local health departments, health-occupation boards, mission-specific commissions, state-run hospitals, four multi-billion-dollar administrations within MDH; multiple agencies other than MDH with health-related missions; control agencies for budget and technology; the Governor's office; federal agencies; and the public.

Responsible for sales and delivery of software solutions and integration services that enable the management of documents and workflow for state and local governments (details below).Stabilized the performance of the previously-challenged software group. Implemented methods and tools for portfolio management, solution estimation, financial management, and people management. Transformed the culture and morale. Defined roadmaps for development of internal assets and marketplace products. Defined the activities, templates, and control points for planning and executing projects. The leading software solutions from my Image API team :1. Content Management: A rapid-implementation, high-adoption, cloud-deployed application enabling the intake, storage, and retrieval of electronic documents.2. Children's Nutrition Services: A best-in-class portal enabling schools and other sponsors to submit applications, undergo review, and receive reimbursement for providing meals to eligible children.3. Medical Board Agenda: An integrated set of applications and services enabling departments of health to prepare and conduct meetings of their boards of medical practice without paper or CDs / DVDs. 4. Travel Expense Management: An easy-to-use portal eliminating paper and enforcing business rules for the submission, review, and approval of claims for reimbursement of travel expenses within state government agencies.Started at Image API on an advisory basis, then accepted the SVP role.

Responsible for applying information technologies to the Remedi Senior Care agenda for innovation, efficiency, and effectiveness in delivering pharmacy services to long-term-care facilities and their patients.• For this private-equity-owned company, implemented transparency, structure, cadence, and accountability for management of IT portfolio, programs, budget, team, vendors, and service desk.• Met all project deadlines and caused no operational disruption from major infrastructure upgrades and migrations. Introduced workflow-analysis techniques for the design of end-to-end solutions. Delivered the company's first-ever actionable insight from data-warehouse assets. • Stabilized IT service, transformed vendor relationships (inlcuding implementation of SLAs), passed third-party audit certifications (e.g., CMMI and HIPAA HITECH), and delivered 10 percent favorable variance on 2014 budget. • Took a leadership role in long-term-care industry compliance with a major federal IT mandate (i.e., NCPDP SCRIPT 10.6).

Worked with Fortune 1000 executives to plan and deliver large-scale transformational business initiatives enabled by information technologies. Focus areas included CRM, Customer Experience, and Connected Vehicle.

Led project teams that planned, designed, and delivered e-government portals, enabling transition from paper-based to electronics-based operations for regulatory compliance.

Conceived, designed, built, and deployed an automated business-intelligence application for an online consumer niche, leveraging Python and C# development languages and tools.

Worked with Fortune 1000 senior executives to plan CRM and Internet investments, performing ROI analysis, creating implementation plans, and providing program-management services.

Served on due diligence team, creating economic models and vetting business plans for potential investments. Provided operational leadership, ensuring that personnel, processes, methodologies, and technology within the incubator ventures were capable of achieving established milestones.

Built business cases, formulated project plans, and led implementations of CRM and Internet systems. Defined and enforced methodologies for all aspects of projects: Business requirements, functional requirements, detailed design, development, quality assurance, acceptance, training, and support. (NOTE: The team or practice to which I belonged during this time went through several acquisitions as part of the dotcom marketplace: Database Technologies to Renaissance Worldwide to ZEFER. The practice itself was the same group of people under the same executive leadership, serving the same marketplace and clients.)

Led teams in the deployment of the full suite of Oracle Manufacturing Applications (ERP) in diverse operating environments. Served as business analyst, technical developer, and project manager.

Supervised an assembly line generating $3 billion in revenues and served as business manager with profit-and-loss responsibility for a $30 million re-manufacturing operation. Utilized front-line experience to become business analyst for the global implementation team for Oracle Manufacturing Applications.

Performed research, wrote white papers, authored speeches, and published articles on matters of politics and policy, working for a caucus in the U.S. House of Representatives.

Performed research on policy and candidates. Wrote articles and survey responses for national news outlets. Participated in field operations (e.g., Iowa caucuses).