Lead the Integration & Ship Services Line of Business within the Maritime Systems and Integration operating unit. Responsible for a portfolio totaling $57.4M in annual sales. Trusted partner with shipyard leadership and suppliers. Provide overall professional leadership and business management to include budget / cost control, P&L, schedule management, oversight and development of employees, technical / program performance, and business planning and development. Key accomplishments include resolving recurring overruns on the Offshore Patrol Cutter (OPC) Stage 1 program within first 90 days, improving OU business processes and efficiency with digital transformation, and enhancing communications within the site’s culture.

Led department, including software managers, consulting engineers, senior staff engineers, and previously NG Fellows. Managed sector-level Staffing Tiger Team, moving work out of BWI to other sites where hiring is less competitive. Managed Mission Systems sector Capture Support and Program Staffing Value Streams. Previously led the Mission Systems sector level Agile Staffing process improvement initiative, staffed by Directors from across the sector with guidance from several Engineering VPs, based on lessons learned from leading the sector Moving Work to the People (W2P) Tiger Team. In the past have supported many other efforts to bring more work to Bethpage, resulting in doubling the size of the SW department from 2018-2019; limited turnover to <3% in same timeframe. Championed and helped implement streamlined onboarding and assimilation processes for new employees. Improved Engagement scores in 7/10 categories from 2018 to 2019. Implemented Dev*Ops initiative prior to it becoming a requirement on any program we supported, training several team members on tools and processes and enabling readiness for GB2. Instituted several Agile processes, such as daily standups and metrics gathering, to improve communication, speed, and overall performance of team. Instituted mentoring relationships at each level, and trained team in mentoring objectives. Established site Agile Coach and Dev*Ops team, which have been supporting Division and Sector initiatives in these strategically critical areas.

Successfully took over management of $100M Littoral Combat Ship Mission Bay Trainer (MBT), which had been running behind schedule and over cost, to complete construction activities at Naval training centers in CA and FL: raised SPI from .82 to .99 in first four months on program; managed manufacturing, logistics, and engineering, as well as remote teams and subcontractors; maintained cost, schedule, and resource targets per EVMS; developed follow-on business opportunities with the customer; supported concurrent corporate transition to SAP. Led proposal efforts for military virtual trainer programs totaling $345M, including manufacturing, training management systems, and haptic devices. Mentored program administrators and project engineers in effective management of costs, schedules, resources, customer engagement, and staff and task planning. Managed multiple programs entailing mechanical/ electrical/ manufacturing/ software engineering, New Equipment Training (NET), and Contractor Logistics Support (CLS) for Foreign Military Sales (FMS) in several Balkan countries, totaling over $50M, winning multiple awards during tenure. Championed moving CLS to a team in a lower cost region, closer to customer, with projected annual cost savings of $15M. Saved $6M in costs on a commercial airline training program by implementing disciplined risk, contracts, and change management processes.

Program Manager for Air National Guard Distributed Mission Operations (DMO) programs for BOSS and MicroBOSS Air National Guard (ANG) trainers; responsible for successful management of and planning for multiple schedules (WBS), resources, and costs through entire project life cycle (PLC or PMLC), utilizing Microsoft Project (MS Project) and other Microsoft Office tools. Winning Capture Manager for Virtual Aerial Refueling contracts with ANG. Winning Proposal Manager for Aerial Refueling contract with Mobility Air Force (MAF). Assisted in management of four separate MAF DMO follow-on proposals, and led and contributed to several other proposal efforts as well. Managed several IR&D efforts. Lead Systems Engineering team efforts for LVC Mission Integration Department, including development of DoDAF 2.0 and other Systems Engineering artifacts, employee career and skills development, hiring and firing. Area Lead for MAF Site Operations and Maintenance, which included overseeing the development of the Integrated Logistics Support Plan, the Configuration Management Plan, and site surveys. Provided risk analysis and reporting. Contributed toward Program Business Development efforts. Successfully managed smooth transition from prior MAF DMO contractor. Defined and executed a program area Agile Iteration Planning process, and created and implemented the Systems Engineering Management Plan, utilizing Agile System Engineering methodologies. This SEMP was adopted as the Northrop Grumman standard for all Agile programs, which was recognized with an award. Designed Agile Roadmap for NG Corporate Agile Systems Engineering Handbook. Published technical white papers for associated work. Customized JIRA code for contract, requirements, and task management. Successfully led and supported CMMI Level V processes.

Owned and operated small business to develop prototype tactical data system for $1M DARPA contract. Coordinated subcontracts with UCF and University of TX research departments, contingent upon contract award. Managed proposal effort, including white papers, SOW, Technical and Cost Volumes. Hired and directed employees and interns for software and contract assistance. Managed PLC/PMLC and SDLC for prototype development, subcontracts, and bid pursuit. Prototype system was designed in Visual C++ for Microsoft Windows, complete with GUI and neural network-based AI engine.

Responsible for project management, schedule development and control, cross-team and cross-functional management, and process development and implementation for NASCAR 2008 title, through entire PLC/PMLC and SDLC, in a primarily Waterfall environment. Instituted processes from previous experience as well as implemented new ones to meet the needs of the project. Successfully supported studio-wide change to centralizing UI development. Ranked and reviewed direct reports, as well as provided feedback on team members not directly reporting to me, on quarterly basis. Mentored team through career development planning. Interfaced with QA, central UI, PMO, and CM departments to improve processes relating to Production cycle. Overcame obstacles to lead team to deliver quality products on time.

Responsible for hiring and firing, project management (PLC/PMLC), schedule development and control, and process implementation for CMMI II-III transition using mixed Agile and Waterfall methodologies. Handled quarterly reviews, and helped development staff to set and attain professional goals. Interfaced with customers and arranged developer support for test events and exercises in the military simulation community. Developed inter-departmental procedures for smoothing release process, such that the TACSIM project was ready for beta testing on time for the first time in its 10+ year lifespan. Worked with Testing and CM departments to improve processes relating to product release. Continued duties as software engineer through several SDLCs, to include coding and maintaining major portions of TACSIM project. Ported entire system to use JMS as messaging backbone, instead of slower home-grown event system, and did so with minimal impact on existing models. Co-developed JBOSS-dependent architecture for handling equipment data. Designed and wrote several parsers to port data from various other formats into our MYSQL database. Reorganized portions of major simulation models and their GUI’s to share more code and make re-use easier, as well as to fix many bugs and design problems. Assisted in adding DIS functionality to the simulation. Improved performance in many portions of the code. Mentored junior developers to become contributing members of the team.