Understanding the challenges that businesses face and delivering a practical and cost-effective solution requires a mix of skill and talent. Each organization is unique and although problems are often similar, there is no way to apply a cookie-cutter approach to the solution. I have worked for numerous blue chip companies and have a broad range of experience to draw from to deliver a technological or process solution that works. I was first introduced to the agile mindset as a manager for the Ford Motor Company and it has been a guiding principle ever since. The fundamental concept of delivering functionality to clients quickly to make iterative improvements is borne out by the high success rate of agile projects.Gray Leaf is providing IT and business consulting in the D.C. Metro/Norther Virginia and greater Boston area.

The EWVRAA will maintain, support and operate the Eastern West Virginia Regional Airport efficiently and effectively. Recognizing that the Airport is an economic driver for the region, the authority will focus its efforts on assuring that the greater Eastern Panhandle has safe and cost-effective access to aviation services. By collaborating with other agencies, the Authority will assure that the Airport and its facilities will be used to enhance and stimulate vibrant business and community development in the region.

The EWVRAA will maintain, support and operate the Eastern West Virginia Regional Airport efficiently and effectively. Recognizing that the Airport is an economic driver for the region, the authority will focus its efforts on assuring that the greater Eastern Panhandle has safe and cost-effective access to aviation services. By collaborating with other agencies, the Authority will assure that the Airport and its facilities will be used to enhance and stimulate vibrant business and community development in the region.

The EWVRAA will maintain, support and operate the Eastern West Virginia Regional Airport efficiently and effectively. Recognizing that the Airport is an economic driver for the region, the authority will focus its efforts on assuring that the greater Eastern Panhandle has safe and cost-effective access to aviation services. By collaborating with other agencies, the Authority will assure that the Airport and its facilities will be used to enhance and stimulate vibrant business and community development in the region.

Provide IT and business consulting to multiple small and medium-sized business and non-profits in the D.C. Metro/Northern Virginia area.

Engage in business development focusing on agile software creation and SharePoint business solutions. Participated as an agile coach for the Flexible Agile Support for the Homeland (FLASH) technical challenge, a $1.7 billion Department of Homeland Security (DHS) proposal.

Disaster Assistance Improvement Program (DAIP), DisasterAssistance.gov, DHS/FEMAIn response to presidential Executive Order 13411, which called on the federal government to simplify the process of identifying and applying for disaster assistance, the Disaster Assistance Improvement Program (DAIP) launched DisasterAssistance.gov on December 31, 2008. Individuals in need of assistance following a presidentially declared disaster designated for individual assistance have the ability to apply online at DisasterAssistance.gov. Since I joined the program over three years ago, the Web site has been used by 1.4 million disaster survivors to register for federal assistance.As a trusted member at FEMA DAIP, and while managing agile releases and the ongoing development efforts to further enhance the usability and effectiveness of the site, I led the design and implementation of a large SharePoint migration. I was responsible for moving tens of thousands of critical program documents and other assets into a new SharePoint 2010 environment. The effort culminated in 2015 for which John received his third award from DAIP for outstanding performance and lasting contribution. Perceived as a thought leader by FEMA by representing Teracore in presenting speeches on various topics to FEMA’s Recovery Technology Programs Division branch leadership and to the local chapter of the Project Management Institute (PMI). Topics presented include risk management, project management, and agile thinking.

Disaster Assistance Improvement Program (DAIP), DisasterAssistance.gov, DHS/FEMAOversee projects providing support in the design, development, implementation, operation and maintenance of the Integrated Master Schedule, facilitating the short-term and long-term forecasting, planning, and resource allocation for FEMA's Disaster Assistance Improvement Program and DisasterAssistance.gov. Implement effective program management and risk management practices by leading DAIP's Scheduling and Operational Allocation of Resources (SOAR) initiative involving scheduling development projects and DAIP operational activities to meet DAIP strategic goals. This effort contributed to a "Green" score in the government IT dashboard on 4/2/2014. https://itdashboard.gov/investment/evaluation-history/166Develop metrics, analyze project statuses, and recommend courses of action to leadership in support of strategic objectives and tactics. Integrate SharePoint and develop custom solutions to analyze the DisasterAssistance.gov architecture. Evaluate the schedule and cost performance indexes against the project baselines and ensure adherence to the work breakdown structure. Develop and apply project management tools to enhance reporting efficiencies and operational information-gathering and analysis. Directly support the maintenance of the current base and develop and implement new business strategies. Interface with customers on a regular basis for support of engineering and program management activities. Monitor customer feedback and advise on a broad range of issues related to products/services being delivered. Participate in business development including identifying new business opportunities, developing and implementing strategies and managing proposal development. Perform multi-disciplinary analysis of system designs to determine compliance with specifications and standards.

Led the implementation of an ITIL-based Data Center Infrastructure Management (DCIM) software application, managing data center assets in excess of $300 million, affecting over 60 Coast Guard systems worldwide. Managed project funding in excess of $800,000. Applied computational fluid dynamic modeling to determine data center air flow and heat distribution and data center design optimization.Recommended actions by analyzing and interpreting data and making comparative analyses. Provided management with trend reports specifying areas of concern for review with program and functional management. Prepared project plans with cross-functional inputs to ensure program requirements and statement of work are captured and scheduled. Performed schedule risk assessments to identify and mitigate project cost and scheduling risks. Initiated business correspondence and prepared documentation to ensure accurate records of program compliance were maintained. Maintained knowledge of current project management and industry standards. Shared specialized knowledge with others. Assigned to provide orientation and to mentor new employees.

Turnaround specialist to restore terminal profitability and improve service. Redesigned inbound and outbound air and ground freight workflows entering and exiting the HBI Dulles Airport freight terminal. Restructured operations including hiring and replacing key personnel. Supervised and managed all surrounding operations and support activities.Responsible for the end-to-end airport ground freight transfers to all major airport hubs on the east coast, managing driver, dock, and office operations. Coordinated and supervised the expedited freight delivery network to government and businesses in the D.C., Baltimore, and metro Virginia areas. Responsible for in-bond customs compliance and managing freight security and dispositions.

Led the implementation of a major auto parts distribution network for the Ford Motor Company based in Winchester, Virginia. Designed delivery operations covering 3 million miles per year. Responsible for the safe and on-time delivery of over 7.5 million auto parts annually to over 300 Ford dealerships covering a six state area. Managed annual revenue of $7 million and posted an average 14% margins and an ROI of 24%. Achieved an on-time freight delivery rate of 99.92% for the Ford Motor Company using TQM and Lean methodologies. Achieved a freight delivery accuracy rate of 99.9975% using Six Sigma and Deming-based statistical process controls.