Directed an organization of 50 employees across 5 departments to deliver all the Enterprise Applications to a billion dollar Aerospace company. These departments included: Engineering Systems, Business Systems, Business Intelligence, Software Development, and Quality Assurance.These departments provided and supported applications to deliver the following functions: Engineering applications, Product Data/Life cycle Management (PDM/PLM), Procurement and Material Resource Planning (MRP), Manufacturing Execution System (MES), Enterprise Resource Planning (ERP), Forecasting, Estimating, Pricing, Scheduling, Accounting, Enterprise Reporting, Enterprise Data Warehousing. These teams also provided custom software development, integration services, and quality assurance. I was the Liaison from the ITS group to the VPs and Directors of our Engineering, Supply Chain, Manufacturing, Finance and Accounting functions of the company. In this role, I would assure that their top needs were getting the resources in ITS, work with them to prioritize their major projects, and manage the resolution of issues as they arose. Worked with my peers on the ITS leadership team to provide strategic objectives, prioritize and mange the project portfolio, improve internal processes, define a service oriented delivery model, and begin the DevOps journey to automate infrastructure provisioning, automated builds, and automated deployments.

Product Owner and Project Manager for a software system to store 100s of TBs of telemetry data from satellites, spacecraft, space instruments, and other aerospace hardware. The system consisted of multiple server applications, Oracle Databases, and a web front end. The system was able to handle over 4000 telemetry points at 100Hz rates. Total project budgets exceeded $1.8 million.The server side applications manage the DB schema, and ingest/import the data from the hardware, validate it met the schema, and bulk load the data into the database.The web front end provide an interface for users to graph and chart the data, analyze the data, export the data to files and provide image exports of graphs and charts.I led the a team 7 developers, engineers, system admins, and database admins from 3 different facilities. The product was developed using an agile methodology using the following principles. Daily stand ups, backlog grooming and maintenance, user story scoring, sprint planning demonstrations, and retrospectives. The team employed a code repository, automated build tools, and manual deployments to development and then production environments.

Facilitated the Enterprise Steering Group and worked with every Vice President across the business and their staff to recognize enterprise wide issues, define solutions, and assure they are driven to closure. Drive alignment among this leadership team on strategic process issues.Managed the Process Project Portfolio of cross functional enterprise people and processimprovements. This portfolio has identified, prioritized, selected, defined, planned, executed, and closed over 20 complicated cross functional improvements with an annual portfolio budget of between $400k-$750kWorked collaboratively with other improvement groups at the company to coordinate, alignon strategic improvement goals such as Quality Management Resources, ContinuousImprovement Council, Process Change Approval Boards of multiple Process Owners,ITS Portfolio, Facilities Portfolio, and Engineering Capital Portfolio.Drove the concept, design, and development of the Process Architecture and Business Process Library. This set the standard for all formal process documentation at the company and set the stage for documentation clean up to drive consistency, ease of use, and improved complianceDefined the role of Process Owner and developed policy and procedures for managingProcess Change Approval Boards to improve the effectiveness and efficiency of a processarea. Developed and delivered training to our company’s process owners.Supported the the design and deployment of the Process Change Request systementerprise wide.Created guidelines for identifying, developing, and deploying goal based metrics. I wasable to deploy and aid others to deploy this in multiple areas of the company.Led the Process Mapping Team in defining methods for mapping processes to lean andcommunicate and train on them. Developed a standard methodology and deployed itacross the company and consulted with many groups to improve their processes Developed and delivered training companywide on the topics above.

Project Engineer/Manager for the software development effort for the Hubble WFC3 instrument. This included: managing the development effort, coordinating across 5 organizations of team mates and customers, assuring that final builds and testing was complete, CDRLs were complete, accurate, and ready for delivery to the customer, responsibility for cost and schedule performance for the software development effort.On a separate program, I managed the software development team for a government sponsored program to research and develop new functionality we could market to our customer to take market share from our competitors. This effort would extend our current technology development into new areas. It consisted managing a team of 4 engineers developing an embedded systems solution. I was responsible for defining the requirements, design, planning out the development and release schedules, and working to a defined budget.

Fully life-cycle development (Requirements, Design, Code, Unit Test, Component Test, and Systems Integration and Test) of embedded software for Satellite and Space Instruments. Developed Object Oriented code for VXWorks and IRMK RTOS using primarily in C, C++, and Assembly.Worked on multiple Hubble Space Telescope instruments (ACS, COS, and WFC3), and other mission critical programs for government customers. Functions that I was directly responsible for included, 3 dimensional Doppler correction, Detector Interface Board Control, IR Detector Interface, Limits Monitoring, Telemetry, and Memory Management.I quickly moved up through the ranks of Associate Engineer, Engineer I, Engineer II, and Project Engineer I leading the software development efforts.

In addition to my full time role as a Software Engineer and Project Engineer, I facilitated and lead the group to achieve the goals of reaching CMM L2 and supported reaching CMMI L3. The team I led identified, prioritized, defined, planned, executed, and closed over 55 Technical Working Groups (Projects) to close the gap and achieve these CMMI milestones over a period of 5 years with an annual budget of $300k-$800k. I led and participated in many of these projects that defined processed, developed training, sought alignment, solved problems, and deployed the improvements into the software group.

Elected by the residents of Frederick to be a member of Town Board. As a board we managed a Town with assets of over $100M and over 50 full time employees. The Town Board provides leadership and strategic direction, sets town policy, acts in quasi-judicial, legislative, and administrative capacities across a wide set of issues. These issues include: land and property development, budgeting and finance, liquor laws, drug policy, police and fire, gas and electric utilities, transportation, personalmanagement, economic development, emergency planning, and many, many others.

Management of 12 direct reports, each with more than 5 direct reports, to care for a congregation of over 500 people (Leadership and Management Experience). This included regular one-on-one meetings, Weekly staff meetings.Staffing of over 200 volunteer positions with a focus on providing growth opportunities and experiences for the volunteers (Development and Succession Planning)Counseling congregation members regarding emotional and personal life issues (Coaching, Mentoring, Problem Resolution). These include: Addiction Counseling, Marital and Family relations, Unemployment, Budgeting, Confession, Food assistance, Housing and utility assistance, officiate at weddings and funerals, and many more.Teaching, Training, Public Speaking. Weekly opportunities to prepare presentation material and present to and lead discussions with groups ranging from five to hundreds people. Monthly opportunities to train the trainers and develop better teachersResponsible for the Budget and Finances of the congregation.

Managed the customer relationship of new consulting engagements from initial contact tocontract signature.As Novell consultants would develop specialized solutions, they would often find thatparticular solutions would have a wider application. I would take these solutions and“Productize” them and make them available for general consumption. This included:Development of documentation, Training the Customer Support staff, Working withfinance, supply channel, mainline product development, and others to make the product arealityI spearheaded the release of the first products at Novell that were advertised, purchased, delivered, and supported entirely online. This was a major paradigm shift for the company.