Lead budget and financial decision making for the TSA’s HC Budget team for the Enterprise Support Resource Management Office, the section overseeing programs that empower TSA to hire, retain and deploy a qualified workforce of 60,000. Manage financial systems and procedures. Formulate, justify and direct a $200M budget, with responsibility for monitoring expenditures, maintaining internal controls and coordinating annual financial audits. Crafted $1B capital investment plans. Develop Independent Government Cost Estimates and approve financial cost estimates for Balanced Workforce Analysis Tool (BWAT). Direct General Accounting Office (GAO) Internal Control Management and Evaluation Tool (“Green Book”) utilization to identify and address areas at greatest risk for fraud, waste, abuse and mismanagement. Supervise contracts team consisting of Contracting Officer’s Representatives (COR) charged with ensuring that contractors meet the commitments of 20+ complex contracts and interagency agreements (IAA) valued at $25M+.** Presented the DHS Honorary Acquisition Program Management Award "2017 Program Financial Manager of the Year" for DHS.** Freed $20M in available funding. Introduced new efficiencies into existing programs, realizing $12M+ in cost savings while recovering $8M in unspent contract funds through de-obligation reconciliation.** Saved money through elimination of costly outsourcing. Expensive contract services were badly designed and poorly delivered. Achieved over $1M in cost savings by insourcing service functions to the far more efficient and effectively organized federalized workforce.

Led 17-member team providing financial, business, HR, payroll, network engineering, software development and enterprise management consulting services to the Transportation Security Administration.** Created new revenue streams. Positioned Apptis to deliver consistently excellent services through staff with highly specialized technical skills. Built solid client relationships. Increased contract task order revenue 380%.** Enabled company to retain major contract. After acquiring SETA, Apptis was ineligible to secure an extension of original five-year consulting contract reserved for small businesses. Negotiated sub-contractor partnership with a third company which satisfied Federal small business status requirements. Made possible award of new contract.

Provided financial leadership through strategic planning, budgeting, cash flow projection and tax filing guidance for private sector for-profit client.** Stabilized volatile financial environment for struggling startup. Startup Cricket Technologies’ was unable to bring predictability and control to its financial management. Provided strategic financial plans and high-accuracy cash flow estimates to raise capital. Created $30M budget, providing the stability required to drive needed growth.

Promoted rapidly during 12-year career with the International Churches of Christ (ICOC) through a series of increasingly responsible financial, organizational development, and risk management positions. Promoted to last position as CFO/COO to turn around troubled $6M non-profit organization.** Achieved 168% increase in net assets in less than one year and turned $400K projected loss into $100K profit by spearheading efforts to turn around nonprofit organization in perilous financial situation. Closed books by restructuring operations: recruited CPA, Payroll Manager, and A/P Manager; implemented cost reductions; and raised revenue. ** Led restructuring efforts after unexpected 30% drop in revenues in 6 months. Dissolved corporation with huge overhead into six smaller highly efficient corporations while maintaining corporate strategy. Eliminated $1M of overhead and continued operations in spite of sudden market change.