Managing strategy to drive IT management maturity for large federal agency with an IT budget exceeding $1.8B. Responsible for developing processes to implement large-scale changes across multiple IT disciplines, including cybersecurity, privacy, enterprise architecture, and acquisitions. Lead the writing of a capital investment guide book that implements enterprise-wide governance for IT project and program management. Manage prioritization of $300M IT modernization fund through quantitative analysis of proposals and understanding of strategic objectives. Developed templates and implemented new processes throughout software development lifecycle (SDLC) that have saved more than $17M. Craft communications for C-level executives to concisely distill complex topics and provide recommendations for decision-making. Provide subject matter expertise and mentoring to junior staff members.

Developed standard operating procedures for newly designed portfolio management processes at prominent federal agency, increasing its IT service management maturity and ability to maintain a higher degree of confidence in overall strategy. Directed implementation of CA Clarity Project Portfolio Management solution; activities included requirements gathering, business/technology alignment, and presenting analysis to management. Successful implementation of the software led to the identification of potential budget shortfalls of more than $1M within three months, allowing client management to proactively respond and reprioritize its strategic goals in an orderly manner.

Developed program for internationally-focused federal agency to provide a sustainable process around maintaining project and financial data through customized PPM software-as-a-service (SaaS) solution.Enhanced reporting maturity through project management training sessions and integration of process with existing technology. Improved existing budgetary process through enhanced data management, allowing senior leadership the ability to create new views of procurement trends and gain new insight into both operational and project costs.Created a maturity roadmap for international telecom company to increase existing staff capabilities.Assisted the client with developing requirements for custom status reports to serve international stakeholders. Managed integration requirements to leverage existing financial system and combine it with project data to provide more holistic view of the portfolio.Served as trusted advisor to a large nonprofit, providing strategic planning assistance, particularly around organizational maturity and resource management. Developed a scalable rollout framework that could be leveraged across multiple divisions. Collaborated with client to develop reports that delivered key insights into resource allocation and just-in-time hiring capabilities. Expanded account by more than 50% in new license sales within six months of assuming responsibility for account.

Created new reporting tool to better understand and monitor projects from kickoff to retirement, including financial and operational data, winning a CPIC Forum award for innovation. Re-engineered project management processes and managed communication across divisions. Collaborated with investment managers to deliver fully compliant business cases that clearly articulated the value to the federal government.

Published news and commentary articles for online college sports magazine. Articles consistently listed in top 5% most-viewed on a weekly basis (out of more than 100 articles weekly). Leading team member that grew readership by more than 400%.

Spokesperson for candidate for U.S. Congress at neighborhood forums and debates with crowds typicallysurpassing 100. Raised more than $50,000 for a newcomer candidate in six-week campaign in a crowded field of 12 candidates.

Performed quantitative analysis of agency investments that identified $2M of unnecessary spending. Wrote policy guidance for completing business cases that reduced the number of investments on Critical Watch List by 12%. Collaborated with team members to facilitate portfolio management meetings with senior leadership that created a unified, prioritized portfolio of projects for the first time in CIO’s tenure.Led team that implemented new status reporting process for CIO Priority Projects; status includes cost,schedule and resource allocation, reducing uncompleted projects by 15%. Coordinated release schedules for inhouse information systems to ensure alignment with agency goals. Increased on-time project launches by 18%.Created division’s first project financial status report, giving unprecedented insight into major IT capitalinvestments and allowing for more efficient use of resources. Collaborated with senior management todevelop new methods to accurately monitor and forecast financial performance. Documented capitalplanning policy to standardize reporting procedures.