As an Intel Analyst, I gained first-hand operational exposure with the intention of bringing my experience back to software development and/or systems engineering. During this position, I built relationships across all agencies and levels of the Intelligence Community by becoming a known problem solver and information provider. I wrote scripts and checklists that resulted in a 400% improvement in the speed of situational awareness information distribution. I utilized my diverse background to create a reputation as one who brainstorms, advocates and demonstrates new approaches to collaboration. I quickly became known as an early adopter/adapter of new tools and ideas. I was able to apply my technical background to operational IT challenges, fixing long-term issues and/or providing easy work-arounds. Ultimately, I became a Multi-INT enthusiast and Activity Based Intelligence advocate through an end-to-end understanding of the collection lifecycle.

As a Software Engineer and Web Application Developer, I implemented an Agile Development Scrum Methodology and increased the project development efficiency by 200% over the previous year. I gained proficiency with the following languages: ColdFusion, PHP, Javascript, HTML, CSS, AJAX, jQuery, Bootstrap, Perl and Python. I established standardized testing procedures, including a permanent testing position, code/peer review and user acceptance testing. I was requested by name to participate in eight innovation activities driving program and company growth in core and adjacent markets. I built relationships with all government organizations, including a solid rapport with site leadership through multiple briefs that were given to directors in the DC-area. As product owner, I led a 6-member development team to the successful, on-time, completion of two 6-month development projects. I was requested by both our government leads to step up to leadership roles, work as the first product owner, and help in the implementation of a sound project management approach to web development.

As a Systems Engineer, I gained Enterprise, Segment and Element-level knowledge of the following mission areas: Command & Control, Mission Management and Data Processing. I was the Architecture Lead for multiple Structural and Behavior views for the System Architecture. I became the Responsible Engineer, tasked to learn SysML, Model Based System Engineering (MBSE), and IBM Rational Rhapsody in order to teach co-workers architecture processes and educate the team on how to use the tool. I coordinated an Independent Review Team (IRT) prior to a major program review to ensure program success. I designed style guides, templates and worked directly with leads to create a cohesive message, allowing our team to effectively convey our program success at the major review milestone.

I was selected for a position to be deputy tech volume lead to the Chief Engineer and Chief Architect for an international, firm-fixed price proposal in response to the Abu Dhabi Police for a GIS Center of Excellence. The Lockheed Martin team, consisting of 6 partner companies was down-selected to the next stage. I assisted in the shaping of our technical solution, authored/edited proposal sections, managed teammates and influenced our win strategy. I managed a 1000+ requirement traceability matrix, a $26M Bill of Materials and a shrinking Design to Cost (DTC) window that impacted our technical solution. I performed as the direct interface to Subcontract Management (SCM), Global Supply Chain Management (GSCM) and Finance for the proposal.

I was hired directly into Lockheed Martin's three-year, competitive, corporate-wide, rotational program created for the company’s highest potential, early career employees. During this program, I maximized the rotational opportunities to gain experience in Project Management, Software Development, Business Development, Systems Engineering, Hardware Engineering, Cybersecurity and Research & Development. I worked at eight campuses, including Headquarters, and crossed Business Areas, Product Lines, and Geographic locations. These experiences gave me an unparalleled breadth of defense industry business operations and allowed me to demonstrate the propensity to learn quickly and lead naturally, by stretching into leadership positions in areas where I had little to no experience.

I was requested to become a member of a corporate funded ‘Tiger Team’ for a quick turnaround, customer experiment in Yuma, AZ to integrate MONAX and a Persistent Threat Detection System (PTDS) aerostat to provide a private, secure, 3G cellular network for the warfighter while advocating its ease of mobility. I collaborated in a high pressure environment with SMEs and LM Fellows to solve RF challenges discovered prior to our customer demos. I quickly learned and created AGI STK models to simulate our demonstrations and provide flexible coverage maps that were shared with our customer during the demos. I created and advocated an autonomous testing configuration that plotted our measured results with a Google Earth (KML) in near real-time.

While working for the Enterprise Integration Group (EIG), Lockheed Martin divested the organization (announcement in Jun 2010 and sale in Oct 2010) due to Organizational Conflict of Interest (OCI) concerns. While working for EIG, I assisted in the shaping of two emerging markets- Human Terrain (HT) and Non-Traditional ISR (NT-ISR). Through this competitive opportunity, I developed an understanding of the entire DoD/IC structure and their Acquisition Process to analyze the various branches/departments Integrated Priority Lists (IPLs) and Joint Urgent Operations Needs (JUONs) to strengthen our technology's value proposition. I shaped a $20M Joint Capabilities Technology Demonstration (JCTD) for an NT-ISR SIGINT collector on an Apache Block III Helicopter. I was the lead for Human Terrain Market Assessment, Opportunity tracking, Black Hat Competitive Assessment, and Patent Management. In addition I also used my technical background to contribute to the SKOOP & WISDOM projects by providing support for Systems Architecture, Integration, Linear Regression Model Design, Software Development, and Database Administration.

I was selected for a competitive rotation to be a technical assistant to the director of Research & Development in Lockheed Martin’s Advanced Technology Office (similar to Skunk Works, but for Software and IT). I assisted with the management of the $100M R&D portfolio that included: IRAD, CRAD, Shared Vision Projects with National Labs, Corporate Pathfinders, and Technical Information Interchanges with Industry. I maintained the Financial Baseline, participated in Monthly Planning Reviews, coordinated Deep Dives, supported annual Strategic Planning Activities, analyzed the proposed IRAD Return on Investment (ROI), represented Lockheed Martin at company/industry conferences, and developed the Technology Investment Plan. I assisted the Technology Transition activities aimed at shifting valuable R&D capabilities onto Programs of Record through several efforts including proposal support, demo coordination, CRAD opportunity exploitation, and initiating connections between people, ideas and opportunities across the corporation. I presented the topics and drove the adoption of tools to promote collaboration across IS&GS through innovation tournaments and open innovation activities, the result of which became a company-wide open innovation platform.

I was voted into the Program Manager position by my fellow ELDP participants to lead the development of our Technical Development Curriculum Project. In this capacity I lead/managed a 12-member, nation-wide, diverse, virtual team on the design of a 3D display environment for the FCS Level 1 Fusion (L1F) Program using NASA World Wind JAVA SDK to replace the current 16-bit 2-dimensional mapping environment. I focused on Capture Strategy, Schedule Design, Risk/Opportunity Management, Earned Value Analysis, Business Rhythm, Customer Interaction and Energizing the Team. In addition to the leadership experience, I gained technical exposure to System Design, Requirements, Software Development, and Integration/Test. This project resulted in a successful product delivery and transition into ECP contract growth for the L1F program in San Diego, CA.

While working as a Manufacturing Engineering I was asked to take a more senior position as the deputy to the Hardware Integrated Product Team (IPT) lead. In this position, I assisted with multiple schedule re-plans and careful risk mitigation to successfully transition a program back to positive performance. I was a team member in the Performance Excellence (PE) Critical Design Path Review to go from Red to Green with our Lockheed Martin PE Vice President. After the completion of this review, I participated in the tour of our program given by a Lockheed Martin Executive Vice President with our senior government customer. Through this experience I gained insight into how challenges can drastically impact a program’s performance to the point where it ends up in the red.

My first position in the ELDP program was working with the manufacturing team. I assisted in Schedule Analysis, assigning shop floor Tasks, Managing Discrepancy Notices, and Tracking Metrics. I gained insight into the challenges that are often faced in the manufacturing phase of a program, as deadlines quickly approached we transitioned to a 24-hour manufacturing shop. I was an essential team member in the ‘red-to-yellow-to-green’ turn-around for the largest manufacturing effort attempted on the San Jose campus. I quickly learned the necessity of effectively interfacing between functions in Planning, Procurement, Material Handling, Product Design, Engineering and Quality.

I was hired as an intern into a startup company with 8 employees. The founders, two PhDs previously with SPAWAR, patented a technique of coupling two laser diodes to obtain an equivalent output power as a single high powered laser. Ultimately, this allowed the company to undersell their competition in the fiber optic telecommunication industry. After graduation I was hired by the company as an Electronics Engineer until it was acquired by Cisco in the summer of 2007. During my time with Lightwave I had the opportunity to be the lead product engineer for the design, manufacturing and testing of an RF Switch. I gained experience Designing, Simulating and Testing Headend and Node/Hub Telecommunications Hardware. I worked as a Technician getting hands on experience in Diagnostics, SMD Soldering, Quality Control, and Software Coding. My engineering efforts focused on RF, Microcontrollers, Optics and Power Electronics.

I was the project manager for our Senior Design Project sponsored by Northrop Grumman. We designed, built, and tested a Quadrature Hybrid 3dB Coupler with DC Crossover. I managed our four student team budgeted at $330,000. We used state-of-the-art simulation software, Ansoft High Frequency Structure Simulator (HFSS) during our design. The prototypes were fully tested and the final design is to be used in the data-uplink communication system (Link 16, TTNT) for the F-35 Joint Strike Fighter Program. The project was deemed extremely successful and honored as graduate level work upon completion.

I learned early the importance of hard work, time management, and dedication. I started working a second job after my sophomore year in high school (I had a part-time job during school in addition to this position). By my fourth summer, at the age of 19, I was asked to manage the paint crew while home from college for the summer. In this position, I managed an 8 person paint crew and was in charge of task assignments, job estimation, new employee education, and cost/schedule management. I gained early management experience and was able to apply my experience to a successful entrepreneurial idea. I started promoting myself for painting side-jobs and learned for a second time that I could make good money by providing services from the knowledge that I had (my first experience was building computers and selling them).