Member of the executive leadership team at Amyx, Inc., a systems integrator and cybersecurity large business in the Greater Washington DC area. As Amyx’s Chief Growth Officer (CGO) reporting to the CEO, I am responsible for developing and implementing corporate growth and market expansion strategies in areas such as cyber security, application modernization, eDiscovery and in the company’s professional services arm. I supervise a high performing team consisting of three Divisions: Business Development, Capture Management and Proposal Management who execute key components of Amyx’s Strategic Plan. I am responsible for overseeing and guiding the development of Amyx’s Account Plans, led by Program Operations Division leaders. These Account Plans chart the way forward and implement strategies to grow Amyx’s four client-based sectors in effort to meet account-specific revenue, total contract value and backlog objectives. I also direct the development, coordination, update and refinement of the company’s pipeline. With regard to corporate B&P allocation, I co-chair an opportunity pipeline prioritization meeting with the Chief Operating Officer, where we vector corporate resources to optimize growth as well as to pursue strategic areas of interest as defined by Amyx’s Strategic Plan. Guided by the Account Planning process, I oversee and direct the development and implementation of Capture Plans aligned with prioritized pipeline opportunities. I am also responsible for the planning, development and submission of proposals and communication with government contracting offices during this process.

Responsible for growing the business by developing and implementing go-to-market strategies and sector account plans. Supervises the Business Development, Capture and Proposal Divisions. Helps develop the corporate strategic plan and budget. Writes, reviews and guides the development of cybersecurity and technical proposals, white papers and marketing material. Oversees the development and maintenance of federal contract opportunity pipelines within the company's addressable market.

Sep 2018 - Jan 2019: Budget Officer, Peace Corps (FS-1/GS-15)(Extended Government Shutdown in January 2019) Supervised the Office of Budget and Analysis staff who manages budget formulation, execution and analysis for an independent federal agency. Responsible for managing a $430 million budget comprised of multiple appropriations. Plans and implements agency-wide program and budget guidance ensuring accuracy, timeliness, equity and quality customer service to program offices supporting overseas and domestic operations. Provided senior level guidance and direction to supervisory budget analysts and the Peace Corps budget staff. Generates new and innovative concepts and implements federal agency best practice methodologies used throughout the budget formulation cycle. Briefs, justifies and defends the budget to senior officials inside and outside the agency. Serves as the principal agency liaison to the Office of Management and Budget (OMB) and senior staff. Recommended agency level policies that impact on substantive program goals and national priorities. Advises top management officials, as the agency senior budget expert, on the internal, OMB and Congressional budget narratives and associated budget data. Oct 2016 - Sep 2018 (Dept of Veterans Affairs)VA - As the Chief, Capital and Performance Budget Division, formulated, justified and executed budget requirements through the Internal, OMB and Congressional budget cycles. Consulted regularly as a subject matter expert on acquisition and contract costing and technical proposal requirements. - Worked with the Office of the CIO and Office of Construction and Facilities Management to draft over $860 million in contract solicitations. - As the designated Strategic Capital Investment Panel (SCIP) member for the Administration, defended Agency contracts for prioritization and funding. Successfully justified a $98 million minor project contract budget, a 72% increase over the previous year.

Corporate Director at federal government consulting companies. Amyx, Inc., May 2016 - October 2016. - Led a 65-employee directorate focused on the Department of Defense Sector. Responsible for the profit and loss and daily financial operations of eight contracts valued at $47 million with employees in all States and U.S. Territories. - Prepared the technical proposal and was selected to brief the 174-slide contract proposal to a 20-member GSA Orals Panel for a $189 million FEDSIM OASIS Small Business Pool 1 contract which was awarded to Amyx. The contracts within my portfolio garnered high customer ratings and we had a 96% employee retention rate. Calibre Systems, Inc., July 2014 - April 2016. - Led a directorate responsible for managing a portfolio comprised of information technology (IT) and logistics services across multiple federal agencies and the Department of Defense - As Technica Corporation’s Capture Manager, led all phases of the capture and proposal development process earning the award of the $224 million U.S. Air Force Contract for Global Communications Support. This NETCENTS-2 Network Operations Small Business task order contract ensures critical communication and IT services for the National Military Command Center, Headquarters U.S. Air Force and the Air Force District of Washington (also known as AFNCR or Air Force National Capitol Region)- Managed a major profit and loss center to include multiple accounting lines, capital asset and investment accounts, employee and travel costs and corporate overhead and administrative fees

- Delivered information technology (IT) and program management leadership for Air Force Logistics IT valued at $1.7 billion and developed and long-range strategic plans for future IT plans - Supervised 130 IT professionals managing cyber security, information assurance, certification and accreditation, enterprise architecture, portfolio management, network management, data centers, capital planning, business process reengineering and IT governance - Responsible for the modernization, remediation and transformation of 247 IT systems supporting the $127 billion Air Force logistics enterprise- Developed, implemented and institutionalized a Capital Planning and Investment Control (CPIC) process- As the IT Working Group Co-Chair, identified problems and root causes and applied rigorous qualitative and quantitative analyses to find the most effective and cost-efficient solutions available

Led the largest training wing in the Air Force comprised of 16,000 Airmen assigned to six groups spread across 11 air bases, 9 states and 30 countries. Responsible for basic military training, technical and healthcare sciences training for the Air Force. Also responsible for the Defense Language Institute English Language Center, the Inter-America Air Forces Academy and two national museums. My team executed a near-perfect financial system close-out rate at 99.99% obligated funds and we maximized the use of a $123.5 million budget to build a world-class training platform. A key part of my responsibilities was to manage the Capital Investment Plan and portfolio system. We adopted an Air Force Materiel Command standard life-cycle management process for capital investment analysis. Our analysis comprised reinvestment, replacement, reuse, maintenance and sustainment decisions regarding our capital assets account. My team developed a comprehensive portfolio system that included collection, recording and monitoring to ensure the accuracy of capital asset data. Responsible for hiring, evaluating, rewarding, promoting and disciplining employees assigned to my organization. Developed performance standards and provided counsel, advice and direction while translating complex assignments into meaningful and clear tasks. Led and motivated a very successful team who significantly improved our performance and customer service metrics. Evaluated work performance, assigned work and associated priorities and provided feedback that was focused on maximizing each employee’s potential. Successfully led our employees by showing them how their individual roles and responsibilities supported our organization’s mission, vision, goals and priorities. Translating these high-level objectives into a meaningful understanding of how important each employee was resulted in significantly improved performance, “buy in,” innovative ideas and cost-savings across my organization.

Managed the operation of an Air Base consisting of 2,201 personnel at Lajes Air Base located in the Azores. Responsibilities included developing and negotiating political and military agreements with the government of Portugal and liaising with the U.S. Embassy at Lisbon. Supervised 17 staff branches and chaired seven interdisciplinary boards. Managed the Comptroller and staff and developed a professional development plan for all my employees. Developed a training plan to enhance their current job performance and to help each employee grow and develop. We built effective and trusting relationships with senior Portuguese officials and we were able to achieve our mission because of the strong partnerships that we fostered. We established such strong relationships, that many of these officials stay in contact today. Managed a $59 million operations and maintenance budget and $1.5 billion in capital assets and facilities accounts. Oversaw the Capital Asset Manager and the capital asset investment budget, capital asset performance and operating plan. We funded operations and maintenance, construction projects for programs and facilities within our portfolio system. My team and I ensured that we used systems to preclude violations of the Anti-Deficiency Act (ADA). One of my key responsibilities was to manage the short-range and long-range planning for our organization. My staff and I wrote, updated and implemented operational and strategic plans in concert with our organization objectives and strategies. As a plans officer, I guided the evaluation and assessment process using a series of strengths, weaknesses, opportunities and threats (SWOT) analyses. Our strategic and budget plans were praised by financial auditors who evaluated the effectiveness and suitability of our plans.

Led teams that developed, maintained and executed laws, regulations, policies, programs and processes for capital investment planning, capital asset management, portfolio management, life cycle management, budget development, resource allocation and risk mitigation for the Air Force Logistics Enterprise. Also, ensured policies were aligned to Air Force and federal laws, regulations, policies, guidance and procedures. Supervised a staff of 41 employees who developed, formulated and justified funding across operations and maintenance and capital investment appropriations as part of the Planning, Programming, Budgeting and Execution System (PPBES). We were very successful in justifying, defending and obtaining the resources necessary to fund our programs because we were able to clearly link how our programs furthered the goals and objectives of the Air Force Strategic Plan. My team and I provided guidance and reviewed capital investment proposals for accuracy, consistency and conformance to regulations and policies and we ensured the proposals supported our agency’s strategic plan and objectives. We coordinated and integrated major technical initiatives and projects and performance planning and measure with the budget planning and justification process. Once we approved the proposal, it was sent either to the Capital Planning and Investment Control (CPIC) Board or to the Investment Review Board (IRB) depending on the type of proposal.

Led the drawdown of U.S. Forces from Iraq by closing 52 bases, transferring $17.6 million in foreign excess property to Iraq and repurposing 2.5 million pieces of equipment supporting combat operations in Afghanistan. These accomplishments enabled the President's drawdown timeline for Iraq. As the Chairman of the Sub-Committee on the Entry/Exit of U.S. personnel in Iraq, negotiated complex Articles of the U.S. - Iraq Security Agreement despite heavy Iraqi resistance keeping privacy data out of terrorist's hands.

Master of Science Degree, National Security Strategy

Commander of an 830-employee logistics squadron supporting the operation of over 105 aircraft assigned to our installation. Planned, assigned and prioritized work for subordinates while optimizing their strengths according to the complexities of assigned tasks. Managed a $30.2 million discretionary operations and maintenance budget and I was responsible for the management of $583 million worth of capital assets, 105 facilities and a $25 million equipment account. During my 2-year assignment, I was designated as the Capital Asset Manager and Accountable Officer for all facilities and equipment assets. We formed a working group to find and implement innovative ways to improve the work environment, to form a strong team, to increase quality of life and to improve business practices. Our working group created a Business Process Reengineering (BPR) users guide incorporating requirements from applicable laws, regulations and policies. The key benefits of utilizing BPR principles consisted of improving the quality of work, developing and achieving high performance standards, increasing customer satisfaction and while implementing cost-effective solutions. As a result of implementing BPR across my organization, we garnered multiple Air Force level awards for innovation, teamwork, productivity and cost savings. Our efforts were recognized as best practices for implementation across the Air Force. This BPR users guide was eventually used as a reference for the Air Force and Department of Defense and was used as a foundation for departmental BPR policy.

Commanded a 202-member squadron responsible for storing, maintaining and deploying the European Theater's $600 million war reserve materiel program stored at seven locations throughout Germany, Luxembourg and Norway. Managed a $7.2 million budget and 210,000 equipment assets dispersed throughout Europe. Represented the Air Force to the U.S. Embassy, the governments of Luxembourg and Norway and senior foreign defense officials. As the commander, my squadron earned the squadron of the year award for U.S. Air Force units in the European theater.

Distinguished Graduate, Master of Arts Degree, Military Operational Art and Science

Principal Pacific Theater planner responsible for developing theater engagement strategy and for writing logistics annexes of major theater war plans, force flow data and logistics feasibility risk analyses. Defended functional interests as a member on the Integrated Priority List Council and lead planner for Operation Iraqi Freedom. Engaged Canadian, United Kingdom and Australian senior defense officials on logistics wargames. Developed Time Phased Force Deployment Data system to manage forces being deployed to operations into the Middle East.

Incremental advancement opportunities as a junior officer at locations throughout the Continental U.S. and the Pacific.

Distinguished Graduate, Commissioned as a Second Lieutenant