Supporting NASA KSC Engineering in the development, implementation and test of Launch Control Systems software providing command, control and communications between the Artemis/SLS launch vehicle and the Launch Control Center.

Supported the NASA Exploration Ground System Program Office LX-D Mobile Launcher (ML) and (Launch) PAD Elements facilitating systems for the ARTEMIS moon landing project. Provided technical and process development expertise, assisted in defining scope and technical overview of the elements projects, and assisted in the development of processes and procedures for Site Activation Implementation.• Led or assisted in development of ML1 and ML2 Design Modification Task Order Statements of Work (SOWs), assisting System Engineers with the development of Task Order requirements.• Prepared transmittal packages to the Architect and Engineers (A&E) Contractor containing configuration managed data• Reviewed Task Order study & design submittals, providing technical, procedural and editorial comments• Managed Launch Complex 39 Pad B Environmental Control System Upgrade Project working with Government and contractor engineers to provide design products facilitating the design and implementation of the project• Assisted Project Managers (PMs) and Contracting Officer’s Representatives (CORs) in developing the technical evaluation of the A&E’s Task Order proposals.• Project Point of Contact for Comm. developing and managing requirements for the design and modifications for ML1 and ML2 • Supported the Electrical Subsystem Project Manager, developing and managing subsystem requirements for the design and modifications for ML1 and ML2• Led the development and procurement of electrical subsystems simulators for test, verification and maintenance of Mobile Launcher Electrical Subsystems.• Coordination of Design-Visualization Lab reviews to mitigate interference's prior to implementing construction changes.• Led effort to develop requirements and procure specific gas mixtures to support the Mass Spec. Leak Detection System for both Mobile Launchers• Developed and maintain SharePoint sites for ML Install; ARTEMIS-2 ML; Electrical; and ML-2.

Supported sustaining engineering efforts for the U.S. Air Force Eastern and Western Missile Ranges. Led projects for upgrading, modification, and sustaining of range hardware including radar, surveillance, telemetry, and communication subsystems• Created and implemented requirements definition, project definitions, schedules, budgets, and objectives for sustaining projects. * Organized project team members to ensure communication and understanding of deadlines, assignments, and objectives. • Managed project costs, schedules, and quality by overseeing deliverables through their entire life-cycle. • Performed ongoing reviews of project status and identification of risks and implemented risk mitigation solutions.• Interfaced with team members and stakeholders to manage project changes to technical requirements, business requirements, and the schedule. • Managed client, company, and project team expectations for agreed upon project performance by obtaining, providing, and monitoring project metrics. • Directed assigned personnel for projects by assigned work and providing direction with regard to timeliness and completion of project objectives.

Project/Portfolio Manager for the Worldwide Quality Assurance organization over all sports titles/projects. Coordinated and facilitated an array of projects and tasks. Primarily responsible for leading Integrated Process teams involved in process improvements related to Live Services and improving support for customer-related issues. Identified, documented, and communicated business requirements. Analyzed and reported project process health metrics and collaborated with project teams for knowledge sharing and technical training needs.• Led a project to map current business processes, driving the development and implementation of an improved Live Services model for QA teams worldwide. This task included planning; evaluating; and tracking, analyzing, and coordinating project activities.• Managed a cross functional project to integrate and improve common processes between Worldwide QA and the Consumer Experience groups. Project resulted in improved processes and cross organizational engagement to provide Live Services and enhance the end-player experience.• Managed integration effort on 4th generation game hardware for locations worldwide by developing requirements and tracking and troubleshooting integration issues for Alpha, Beta, and Final test hardware for game systems, resulting in the successful test and verification of 4th generation • Led the worldwide Special Interest Group (SIG) for integration and operations of 4th generation gaming hardware.• Project Manager for development and implementation of Data, Metrics, and Reporting projects. Performed requirements analysis; project planning; and scheduling, execution, control, and monitoring of all project activities

IT Services providing project management, process improvement, integration, requirements engineering and infrastructure planning.

Led and supported projects, process improvement activities, and technology requirements for Launch & Recovery Systems (L&RS) Engineering. • Led cross-functional team to develop, implement, and deploy Performance Management Metrics Dashboards and information delivery systems. Departmental success drove adoption of application system-wide.• Directed and managed 10-person team charged with acquiring and implementing resources for data-mining and analysis capability.• Managed and facilitated eight-person project team to successfully institute brand for Business Intelligence & Performance Management Metrics team. • Directed and led all aspects of New Technology & Innovation initiative, which involved identifying, documenting, and reporting inventions and innovations successfully developed and implemented within Florida operations.

Area Manager for IT projects, systems, resources, and network requirements, developing and maintaining IT technical solutions for the engineering directorate of over 450 users. Developed strategic relationships and aligned roadmaps with organizational objectives.• Partnered with leadership to initiate, plan, execute, control, and close annual IT Hardware and Software acquisition requirements plan in support of company policy, NASA contract requirements, and the Clinger-Cohen Act of 1996. Plans consistently met 100% of customer’s call schedule, performance goals, and NASA’s CIO approval.• Acquired and deployed all allocated IT resources while staying within approved annual budget. • Led engineering Lean Six Sigma project team to develop and establish processes for controlling network-based data file storage resources used by over 600 engineers, which reduced outages by 90%.• Managed resources, processes, and security for Engineering Knowledge Management (KM) project, which captured and archived intellectual property while increasing ease of its retrieval.• Contributed to Supply Chain Development team that performed detailed analysis and process mapping for legacy manufacturing processes. Maintained accurate, up-to-date information.• Identified process gaps that were addressed prior to production release for Collaborative Integrated Processing Solutions (CIPS) project by performing analysis and process mapping. • Worked with facilities, security, information management, and other partners to facilitate requirements to meet mission deliverables.

Collaborated with internal and external customers as liaison to troubleshoot technical issues between system engineering and vehicle shops in support of Space Shuttle Orbiter processing. This involved coordinating with quality; safety; engineering; operations; and maintenance, scheduling, documentation, and management.• Troubleshot flight hardware and process discrepancies with electrical, structural, and thermal sub-systems of Space Shuttle Orbiter vehicle to expedite implementation of best solutions while keeping project schedules.• Supported Columbia Accident Investigation Board (CAIB) with analysis and review of Orbiter Maintenance Down Period (OMDP) and STS-117 processing records, which resulted in targeting implemented process improvements to enhance future flight safety.

Analyzed and resolved vehicle flight hardware discrepancies for spacecraft, authoring technical documents and developing new or modifying existing processes. IT Liaison charged with planning and managing departmental IT resources and inventory.• Developed processes and work instructions to repair and refurbish Space Shuttle Thermal Systems components to flight-ready condition. • Managed IT and end-user resources, including asset planning, procurement, management, and property control of departmental equipment resources. Resulted in successful conversion of department from manual to computerized system, dramatically improving 40-person workforce’s productivity and efficiency.• Planned, developed, and deployed prototype of online Dynamic “Shuttle Maintenance Manual” providing a standardized engineering documentation system that increased efficiencies and improved quality and accessibility of documentation.• Facilitated three-person team tasked with planning, developing, managing, and controlling an application to analyze, track, and report Space Shuttle Tile Step and Gap roughness issues, which directly contributed to space vehicle and flight crew safety. • Developed and maintained departmental database systems using HTML, Cold Fusion, Documentum, and MS Access to ensure reliable and accurate information delivery to 40 end users. • Active member of Work Authorization and Validation Environment (WAVE) Implementation Team, representing one of 37 engineering disciplines. Enhanced employee training and compliance with newly established documentation processes and procedures by authoring and integrating the “Airframe Engineering Guide to WAVE” into course curriculum.