Independent Consultant providing extensive expertise to clients seeking immediate impacts to new and existing projects and strategic initiatives in the areas of program planning, execution, tracking and delivery. With deep industry experience, training, and education in areas such as Strategic Planning, Project Management, Operations Planning and Control I offer Executive Leadership and Operational teams tangible results with actionable solutions across a variety of industries and disciplines on short term and long-term contract engagements.

Responsible for full life-cycle planning, tracking, and delivery of Global Mobile and Web-based Sales apps.

Progressive responsibilities for planning, coordination, leadership and direction of local and geographically distributed project teams executing various projects for Federal Government clients. Agencies supported include the US EPA, US Dept. of Energy, the US Centers for Disease Control (CDC), and prior work with the US Air Force/Dept. of Defense.. Project efforts include but are not limited to software development and maintenance of critical applications and Middleware; design, development, and implementation of a national Energy Data Exchange (EDX) for DoE using Microsoft .NET framework and SQL-Server platform; Data Management and Geographic Information System (GIS) support to EPA National Laboratories across the country using the ESRI toolset; Consultation on the Global Earth Observation System of Systems (GEOSS). As a technical management consultant, also provide general management guidance and oversight, business process analysis and redesign, Enterprise Architecture formulation (based on the Zachman Framework), preparation of Capital Planning and Investment Control (CPIC) proposals for the President’s OMB, security assessments, quality management planning, and specific technology impact assessments and prototype solutions. Administrative support work includes authoring business development and proposals, teaching internal management courses, and the mentoring of technical staff members in Program Management and Leadership principals.

Responsible for overall management and direction of comprehensive process and technology reengineering effort for a Wall Street Equity Clearance and Settlement firm, accountable for P&L on over $10M in annual revenue. - Planned, tracked, and managed all project activities and was primary contact to client CIO and President. - Successfully delivered technical proof-of-concepts for batch conversion and online system architecture for this message-based RDBMS application utilizing technology that included IBM DB2, OS/390, Websphere, MQSeries, Oracle 8i, and legacy IBM mainframe components. - Planned and directed overall requirements analysis and specification effort for reengineered clearance and settlement functions using the Rational Unified Process (RUP) and Unified Modeling Language (UML) Object Oriented Analysis and Design (OOAD) methods.

Project Director at the State of NC for a large-scale systems development effort to plan, design, and develop a statewide welfare fraud and abuse tracking system. Ultimately responsible for the comprehensive operations spanning five project teams and up to 30 direct staff members, as well as approximately 15 indirect staff members via matrix assignments to the project. - Successfully planned and managed $3M+ annual project budget and orchestrated a wide variety of activities including, but not limited to staffing, work planning, architecture and design, tracking and reporting, facilities and infrastructure management. - Direct report project teams included Functional Manager & Staff, Technology Manager & Staff, Publications Manager & Staff, Training Manager & Staff, and Conversion and Implementation Manager & Staff. - Technology was an n-tier client/server software architecture developed and implemented using Sterling Software’s COOL:Gen development platform.

Responsible for definition, development, and the ongoing direction of a specialized consulting practice business line as both an additional corporate revenue source and an internal management service. This consulting practice provided customers with integrated business system designs to solve infrastructure problems with work flow, processes, and organization design, as well as high level architectural systems and solutions to position customers for success with technology implementation efforts. Significant accomplishments included defining and leading an approach for developing new consulting practices; the acquisition and leadership of high-end consulting engagements, and providing direction and approach leadership to internal task force focusing on the core corporate process within systems development unit. Position ended with company buyout and organization dissolved

Member of CP&L’s Reengineering Center of Excellence providing full life-cycle support and approach leadership to major corporate restructuring efforts. Consulted to Department Management on full life cycle Transmission reengineering project. Initially was responsible for methodology leadership on mobilization and design phase activities including project planning, leading/facilitating design (JAD) workshops, and the development of detailed IDEF0 process models for new operational designs. Also performed organization master planning and scheduling using modern Project Management tools in the holistic redesign of the Transmission Department (350+ personnel). Implementation included redefined business processes, a new organization structure, detailed job designs w/staffing requirements, and an integrated technology design. Subsequently became responsible for implementation and maintenance of the resulting large scale Transmission Equipment Management System.