NEXTGEN INTEGRATED SYSTEMS ENGINEERING EXPERIENCE: Performed systems engineering analysis, functional analysis, requirements analysis, shortfall analysis, alternative analysis, synthesis, traceability, validation, and interface management. Used Enterprise Architecture tools and processes to identify, analyze, and propose recommendations for solution of cross-program integration issues. Furthermore, engaged with programs throughout the FAA Acquisition Management System (AMS) to support the planning, development, and implementation of future National Airspace System (NAS) capabilities. NEXTGEN NAS ENTERPRISE ENGINEERING EXPERIENCE: Proposed, developed, created, and maintained the framework for managing change within the National Airspace System (NAS) to integrate Unmanned Aircraft Systems (UAS) and Commercial Space into the NAS. Worked with FAA stakeholders to create and develop an Infrastructure Roadmap (FAA's New Entrants Roadmap) that: (1) unifies and clearly defines the FAA’s integration strategy for UAS and Commercial Space, (2) provides a single, consolidated timeline of all activities and investments (both active and planned), and (3) identifies gaps, duplication of efforts, and other program issues. And, established a collaborative effort with the FAA’s Interagency Planning Office (IPO) to capture interagency collaborations and Partner Agencies’ contributions towards UAS and Commercial Space within the Infrastructure Roadmap to prevent incompatibility issues and to streamline the integration process with stakeholders external to the FAA.

Proposing and developing a joint DOT-White House pilot program within DOT that would improve the Government’s efficiency and effectiveness by introducing organizational synergy through information and knowledge management. The aim of the pilot program is to address the Government’s concerns of an antiquated infrastructure and an aging workforce that can’t keep up with the complexities of today’s issues. The pilot program will introduce a new data-driven systemic approach into the Government’s decision-making process that harnesses the underutilized potential of the workforce to provide leadership and executives with: (1) the workforce’s experience and real-time situational awareness to make better informed decisions, (2) an enterprise-level view of the workforce’s development and current capabilities, and (3) an enterprise-level view of DOT-wide strategic goal progress to depict a “big picture” of all DOT agencies’ improvement. The new process will utilize the workforce as an additional resource that provides input and ideas into the formulation of new policies, procedures, standards, requirements, regulations, analyses, guidance documents, newsletters, etc. Meeting with FAA and DOT Executives (FAA/DOT Office of Communications, FAA/DOT Office of Public Affairs, FAA/DOT Office of Human Resources, FAA/DOT Office of Rulemaking, FAA/DOT Idea Hub, AFSME, etc.) to discuss the proposal for the pilot program and to receive feedback. Meeting with stakeholders to understand potential project challenges and current work being done to prevent duplication of efforts and to prevent conflicts with other ongoing projects. The pilot program will leverage existing resources and infrastructure within FAA/DOT to reduce and minimize costs; in addition, the project will collaborate with the different stakeholders to supplement and support other similar ongoing activities and to benefit all the stakeholders involved.

Evaluated NASA’s Federal IT Budget for Fiscal Year 2016. Identified numerous gaps and deficiencies within NASA’s IT governance which were causing the inefficient use of resources and wasteful spending. Provided OMB senior management and staff guidance on how NASA can improve its IT governance and overcome challenges identified by the GAO and NASA OIG. Briefed OMB senior management on potential solutions to NASA’s IT governance issues by examining and decomposing lessons learned of other Federal agencies that have experienced similar problems and that are now in the process of transitioning from a decentralized model (NASA’s IT governance model) to a centralized IT governance structure. Additionally, briefed OMB senior management on the benefits of establishing a centralized IT governance model and how all Federal agencies can save hundreds of millions of dollars in their IT spending by exercising more effective and efficient IT governance practices, which in turn reduce redundancy and wasteful spending through the elimination of duplication of efforts and the consolidation of IT systems. Furthermore, proposed to OMB management the idea of how (1) establishing a common IT governance approach for all Federal agencies, (2) establishing a single set of standards and requirements for common IT functions throughout the Federal Government, and (3) consolidating common IT contracts throughout the Government would help transition the entire Federal Government to a centralized IT governance model, which has the potential of providing the American public with better Government services and improving the overall efficiency and effectiveness of the Government. As a result, OMB incorporated my ideas, solutions, and recommendations into its Digital Government Strategic Objectives for the Federal Government by implementing them within E-Gov.’s “Shared Platform” approach.

AST LICENSING AND EVALUATION EXPERIENCE: Created regulations for the FAA and became knowledgeable of the US Government’s regulations for the commercial side of the aerospace industry (Commercial Space Transportation). Facilitated the aerospace industry: (1) by creating regulations that produce cost savings to companies and the Government, while protecting the public and property and (2) by evaluating license applications of proposed rocket operations to ensure compliance with the FAA Commercial Space Transportation regulations (14 CFR Part 400). Evaluated the design of a wide variety of leading-edge space technologies and systems, which included reusable and expendable launch vehicles, to ensure operators were adhering to the FAA’s regulations. Provided effective leadership and used interpersonal, analytical, and communication skills to achieve results by working and collaborating with stakeholders of different disciplines and different lines of business. AST SYSTEMS ENGINEERING AND TRAINING EXPERIENCE: Developed and created new methodologies and analyses to formulate data-driven solutions that promote public safety and facilitate the aerospace industry. Bridged the serious divide between the technical and policymaking communities by incorporating data-driven solutions derived from research and engineering analyses into decision-making and policymaking. Found solutions to complex and difficult problems by formulating and conducting flight safety analyses, toxic analyses, and Maximum Probable Loss analyses that assessed the risk to the public and property by the proposed space operations.