Developed an Asset Management practice within the company, and currently personally responsible for $1billion in mobile assets including cranes, mobile lifting equipment, class 8 vehicles, and light trucks. Managing the team that maintains our GIS system, and the team responsible for purchasing new and disposing of end of life assets.Manage strategic capital planning. Ensure new initiatives, potential land deals, joint ventures, and other special strategic projects are coordinated with the long and mid-term plans related to. Responsible for coordinating financial and market analysis, system and legal impacts, and alignment within the company.

Lead centralized analytics department, consisting of three branches: Financial Planning & Analytics, Management Reporting, and Business Intelligence. Hired as Director or Business Intelligence, promoted to lead entire team. Now, work daily with C-suite to negotiate priorities ensuring accurate information is provided timely. Responsible for leading team to develop the corporate annual budget, monthly financial forecasts which are briefed to CEO and Board, and determining business cases for new equipment and opportunities. Lead development of sales leads, competitive intelligence, and big data analysis of market trends. Actively promote analytical thinking and capabilities throughout the company by: proactively discussing information needs, cross-training with other departments, and rotating employees through other divisions.

Held various roles over time at the company. Hired initially as project manager on an international software development contract, with a foreign customer and subcontractors from a third nation. Worked as an executive shadow and reporting lead in $1B a year business unit. Held leadership roles on major proposals, led analytics on a large contract, and ran an IT support contract.Key contributions:Delivered FFP contract 18% ahead of schedule, 25% under budgetIntegrated own and customer finance and project systems, reduced variances from 26% to 7%Led cloud migration, reducing costs from $1.6M to $475k Reduced PM overhead, saving customer $3M per yearCut reporting 84% to $125kCapture management highlights:Technical lead on $130M winScheduling lead on $250M winIT Services pricing model, used in 20+ bidsManagement lead on $450M winCost and pricing lead on 1 year, $150M win

Hired as part of a new program at NATO. Was responsible for the international system-to-system interfaces. Chose contractors, oversaw their work. Directly negotiated on behalf of NATO with several nations.Key contributions:Supervised contractor team of 9Gave briefings at General Officer level committeesRewrote 2 communication standards Worked in office with 8 nationalities

Systems Engineer - Missile Defense National Team:Transferred between divisions of company to support new missile defense initiatives. Worked on system-of-system verification, and compiling test results. Moved to software development and system analysis team. Was lead developer for in house parallelized Monte Carlo simulation. Supported programming of other simulation tools.Structural Engineer - Electric Boat:Hired as a mechanical engineer analyzing steering gear structures. Became initial peer review for all other entry level engineers. Took blueprints to 3D CAD models, to FEM systems for analysis.Key contributions:Automated 5-person 4-month report to push button deliveryCreated middle-ware to automate CAD to FEMCreated dynamic simulation from static off of the shelf toolDeveloped new method for analysis of composite materials