USDA Discrimination Financial Assistance Program (DFAP) $33M 112 FTE and 250 vendors, total of 423 staffFrom inception, stood up a hybrid PMO using workstream topology to manage high speed implementation of DFAP. From establishing 22 public facing service offices in 18 states with 2 processing centers, to deploying over 100 Mobile Outreach Team members across 29 states and 2 territories, standing up a national marketing, social media and public relations team – in 60 days; our team met the demand and exceeded expectations. DFAP was established as part of Section 22007 of the Inflation Reduction Act (IRA). Managed over 250 vendors, established national communications system for disparate engagement teams while managing national procurement and financial aspects of the program. Led the national effort to coordinate the three prime vendors, and all the associated sub-vendors, to align across multiple workstreams: increasing efficiency and improving fiscal performance. Added 40% budget to original contract through management of scope \ budget based on changing requirements. Or team delivered 77% of awards from the $2.2 Billon fund to over 33,000 deserving applicants.Transferred 46,486 paper applications and supporting documents to USDA for long term storage.CPARS were satisfactory across all categories.

• Developed a multi-year plan to start the Innosoft Program Management Office (PMO) and Quality Management Office (QM)) which leads to industry leading practices for both offices.• Develop custom maturity models for Program, Project, and SAFe Agile based on industry best and good practices.• Delivered recommendations to senior Innosoft Leadership for brining all programs, projects, and agile contracts up to Level 3 in the appropriate assessment model.• Developed a corporate Process Asset Library (PAL) consisting of company standards, templates, and processes.• Developed a backlog of work for the company, PMO, and QMO• Implemented training against prioritized backlog of PMO activities and activities.• Own the end-to-end process for Quarterly Project Performance Reviews (QPPR) with the customer to drive continuous improvement through the organization while ensuring the highest value delivery to the customer.• Owned the CPARS management process, working with the teams and the customer to ensure that Innosoft is rated Excellent consistently.• Executed all processes to achieve CMMI Level 3 for Development and Services for the company. • From Project Management, document creation and update, interfacing with vendors, to leading the CMMI response with the auditors – successful attainment of CMMI LVL 3.• Department of Education Grants Management Modernization – Multi-Year BPA – Task order 1 & 2• Acted as: Agile Coach, Release Train Engineer, JIRA Administrator, Scrum Master, Deputy Program Manager.• Executed Innosoft Program and Agile Maturity Model Assessment which lead to significant improvements to the program.• Took the entire team, including the client stakeholders, through an Agile Refresher to reset the baseline.• Worked with Client Leaders to train client Product Owners on the role, responsibilities, practices, and anti-patters to be cautious of.• Executed Program Increment and Scrum ceremonies, training and mentoring the team along the journey.

The PMO Manager is responsible for the overall leadership, management, and effectiveness of the NewWave Project Management Office (PMO). This position is chartered with the development, implementation and continuous improvement of PMO policies, procedures, practices, tools, and training leading to highly effective and streamlined project management approaches and outcomes. This position is a key member of the IDOS management team. • Responsible for defining the IDOS standards for Project Management Governance• Continue to develop and mature the design of the IDOS Project Management Office, continuously improving the effectiveness of the PMO• Develop, implement and maintain best practices (leveraging PMBOK, CMMI and other industry standards) • Assist Program Delivery organizations with implementation of best practices across each of the organization’s respective projects• Serve as a subject matter expert within the organization for project management knowledge areas and work with the Leadership team to update Project Management methodology and acquire, implement and institutionalize tools for the organization.• Establish and implement a methodology for assessing project compliance with the organization’s project management standards, such as Risk Management, schedule management, quality, and financial management.• Define, implement, and measure effectiveness of project management methodologies as well as project management tools used across the Organization.• Provide direction, leadership and mentoring to PMO staff members• Establish measurable team and individual staff objectives that are aligned with business and organization goals• Directly support the organization’s agile/digital transformation initiatives, and assist Project Managers with adoption of Agile methodology• Establish and implement an Earned Value Management competency.• Provide training and mentoring to the organization as related to project management best practices

Working with a great team of project management's best to implement a PMI based PMO, advising leadership on implementation strategies, tools, culture, and practices. Providing Support to improve project management capabilities in the ITSP Program Area while championing the Integrated Master Schedule.

Over the past five years I’ve advanced through three roles at Fannie Mae. In my current role I’m focused on these areas:Leader | Program Management | Scrum Master | Strategic Planning | JIRA Design Lead | Enterprise Coach | SAFe Transformation LeadHIGHLIGHTS: • Leading the journey to adoption of more SAFe concepts into the organization through Lean Portfolio Management, SAFe Program Management, and Lean Budgeting. Working through Value Streams, Portfolio Canvas, Guiding Coalition, and Roles adoption.• Lead design of multifamily intake process incorporating SAFe 4.0 principles. • Introduced lean budgeting and capacity management into business budget process.• As leader of Iron Triangle Team, manage all multifamily efforts in the budget, scope, and schedule domains while transitioning the organization towards more agile maturity. • Multifamily Out of Region / Disaster Recovery (OOR/DR) Program Managero Establish program enabling organization to achieve full DR capability.o Develop Agile program, resource plan, budget, and associated artifacts.o Staffed program via direct and matrixed contract and FTE staffing model. o Established Agile control protocols, managed stand ups, enforced communications protocols, and engaged with Enterprise OOR/DR Program Management Office.

In this leadership role my work centered on: Program Management | Project Management Office Lead | Product Implementation HIGHLIGHTS: • Set program and project schedules with dependency management and integration into Project Server environment for enterprise-level reporting requirements. • Worked with Enterprise PMO to implement custom reports related to multifamily OOR/DR.• Multifamily Delegated Underwriting & Servicing (DUS) Program Managero $45M budget | 9 direct and 329 indirect reports o Led team in final program stages including construction, testing, implementation, parallel, and go-live.

Here I led the Common Securitization Program ($200M budget), overseeing 6 direct and 53 indirect reports. My primary duties included: Program Management | Project Management Office Management | Integrated Master Schedule SMEHIGHLIGHTS: • Led development and execution of Integrated Master Schedule for multiyear program that spans 3 organizations and reports to Congress. • Ensured proper training of 15 technical delivery managers, 13 program managers, and 35 project managers on creation of workstream program, support program, and execution schedules. • Established new best practices for scheduling, reporting, and performance monitoring.

Senior Project Manager – Program & Project Management Community of Practice (PPMCoP)• PPMCoP Steering Committee Chair, led community to excellence.• Added 2 senior executive service directors to Board of Directors. • Led adoption of social media via Twitter and Facebook. • Grew portfolio of services (5) by adding 2 new services: PMP study groups and mentors. Senior Project Manager – Project Server 2010 Migration• Led migration of global project server customer base to Project 2010. Performed installation of SharePoint 2010, Project Server 2010, fault tolerant servers, and all services. • Oversaw all change control board, issue, risk, requirements, and testing related to project. • Trained resources on Project Server administration and changes, portfolio analysis, and dashboard creation.

PMO Technology Leader | Project Server 2010 | Community of Practice Enterprise Systems Support Services (ESSS) Program | $69M budget | 3 direct reports • Served as SME for implementation of Enterprise Project Management (EPM) practices and MS Project 2007. • Assisted ESSS program installation, configuration, deployment, management, and training, with focus on enterprise-wide considerations for long-term use of EPM and MS Project Server 2007.• Planned and budgeted for upgrade to Project Server 2010. Implemented and tested out-of-the-box solution, along with upgrade sandbox to properly identify, document, and resolve issues.