Strategic leadership role in ensuring our company’s success. Reporting directly to the company President and the member of the senior team responsible for all aspects of our financial and business operations. Responsible for all aspects of corporate compliance and risk management. • Oversee day-to-day company operations; identify risks, efficiency opportunities, and solutions.• Define and implement company’s business operations strategy, structure, and processes.• Deliver regular performance updates to the senior leadership team and Board of Directors• Oversee the Company’s shared services functions:o Finance & Accounting• Directs and Advises on all accounting activities including payroll, accounts payable, accounts receivable, cash, general ledger, purchasing, bank reconciliation, and the various systems associated with these functions.• Maintains compliance with GAAP accounting practices.• Coordinates with company’s independent audit firm to ensure the process is timely and accurate.• Ensures timely, complete, and accurate monthly and annual financial reporting and tax filing.• Supports government contract bids with financial analysis and modeling.o Contracts & Compliance• Oversees vendor and government contracts and export compliance team.o Facilities & Security• Oversees engagement with property manager and vendors to ensure all facility needs are met.• Oversees company’s information technology and cybersecurity team.o People & Culture (Human Resources)• Ensures compliance with all federal, state, and local employment regulations.• Oversees employee benefits and insurance, ensuring compliance and managing vendor relationships.• Responsible for employee performance management process, including annual goal setting and training.

Corporate Operations• Oversee business finances, human resources, information technology, performance management/International Standards Organization 9001:2015, Facility Clearance, and contracts management. Accountable to company President/owner for company’s overall business operations. • Serve as Company FSO enabling a robust facility clearance and insider threat program supported by successful annual DSCA facility audits.Business Development• Lead proposal development and submission for professional services offerings of the firm. Includes capture, technical writing, color team reviews, cost/pricing analysis and other business development functions for all phases of the proposal process.Financial Operations Management• Execute financial management requirements to include financial planning and analysis, budgeting, financial reporting, compliance, and treasury management services.Contract Management • Administer the company’s Contract Management portal which serves as a repository for all contract documents and information. This tool provides agile search/storage and interfaces with other internal and external data sources.Information Technology• Lead complex projects and initiatives and coordinate effectively between various IT teams, internal stakeholders, and valued company suppliers/partners.Human Resources• Mentor HR and Recruiting teams to ensure full spectrum of recruiting, compensation analysis, labor category management, and onboarding processes result in acquisition of talent and support a team culture of accountability and maintains morale and high standards.Compliance / Risk Management• Serve as the representative for the firm in liaising with the Defense Security Cooperation Agency (DSCA), Defense Contract Management Agency (DCMA), Defense Contract Audit Agency (DCAA), and GSA Contractor Assessments resulting in successful audits to achieve Accounting System approval and indirect rate audits.

501(c)3 Foundation dedicated to supporting the recovery of seriously wounded, ill, and injured Sailors, Coast Guardsmen, and their families by assisting them with resources not currently provided by government or community resources. Lead activities associated with the annual DC Metro Area golf tournament which raises ~$40K/annually in support of the Foundation's mission activities.

501(c)3 Foundation dedicated to supporting the recovery of seriously wounded, ill, and injured Sailors, Coast Guardsmen, and their families by assisting them with resources not currently provided by government or community resources.

Led the development, deployment, and sustainment of the Command's Managers' Internal Control (MIC) Program. Assisted with the development of a Command Instruction, MIC Manual, MIC templates, and development of a SharePoint enabled reporting tool and resources. Overall efforts increased the Command management controls, documentation of assessments, and compliance with Higher Headquarter (HHQ) requirements.

Performed an assessment of the OJAG Civilian Personnel Management Service Division’s (Code 66) current and Human Resources (HR) processes and supporting documentation. Conducted in depth interviews with OJAG Code 66 staff to gain a thorough understanding of internal processes, dependent variables, outcomes, and documentation. These revised processes incorporated Microsoft SharePoint capabilities which were incorporated into the OJAG SharePoint site. Re-designed the Civilian Personnel Management Service Division’s (Code 66) Request for Personnel Action (RPA) workflow process. This effort included the development of a secure, web-based, RPA tool where hiring managers could get 24/7 access to the latest information (replacing the customary email prompt process to the Code 66 RPA manager). This significantly improved ease of access to data and reduced email traffic involving sensitive information. Over 20 sites and subsites were created and populated with new content to aid users in accessing relevant information regarding the Civilian Personnel Management process/system. Where able, created automated, InfoPath, enabled web-based requests/forms for staff secure submission. This allowed for an online repository of requests to increase Code 66 staff access to information, enterprise-wide visibility of workload data, and ability to leverage SharePoint reporting capabilities to inform higher-headquarter reporting requirements. Developed a Civilian Personnel (CIVPERS) Handbook in accordance with Federal, Department of the Navy, and OJAG/CNSLC policies. This handbook serves as a comprehensive guide for managers and supervisors regarding such issues as time and attendance, wellness, performance management, telework policies, training policies, mentoring programs, recruitment processes, and classification standards.

Currently provide Planning, Programming, Budgeting and Execution (PPBE) support to the CNIC Training & Readiness (N7) directorate. This program is responsible for executing the Navy Warfare Training System (NWTS) through the Shore Response Training Plan (SRTP) which is linked to the Fleet Response Plan (FRP). This support and analysis includes conducting meetings, program reviews, development of program requirements, and addressing all issues related to the CNIC N7 financial operations. Provide subject matter expertise and recommendations to program managers on appropriate funds use, fiscal policy, and overall PPBE processes/procedures for appropriate execution of N7 resources. Ensure funds are spent in accordance with applicable DoD/DoN fiscal policy, appropriations law, and within set timeframes/phasing. Assist with strategic communications, Manager's Internal Control (MIC) program management, program requirements review, and coordination and resolution of HQ taskings.

Participated in, and provided recommendations for improvement, for various internal CNIC and Navy-wide requirements reviews. Assisted with the development, collection, and refinement of efficiency opportunities that were presented to the Navy Enterprise working group for consideration. Supported the CNO directed Cross Functional Team (CFT) efforts focusing on CNIC's transition to the Fleet Readiness Enterprise (FRE) construct. Developed and coordinated the CNIC Risk Assessment Process that provided a relative risk rating across the entire command and took into account various factors to baseline risk ratings of all CNIC programs. This program identified program management vulnerabilities and areas for increased focus/attention to assist senior management with better decision aides and management tools. Supported the CNIC Executive Director and establishment of a system to capture, display, and track executive issues relevant to the senior leadership while also providing visibility of efforts to prevent duplication of effort and improve coordination among the CNIC N-Code staff. Developed performance metrics, strategic communication products, and performance agreements.

Supported the Chief Integration Office (CIO) which was chartered to manage and drive interactions within the Navy Enterprise construct through direct engagements with the various Navy Enterprise and Provider commands. The Navy Enterprise was chartered to gain standardization, efficiencies, and increase effectiveness of the Navy through better managed communications, financial visibility, and operations. Served as the liaison with CNIC and external offices, developed engagement strategies, communication plans, and proactive actions to prepare CNIC and its programs for future Navy initiatives while also identifying barriers to productivity for removal. Worked on the Common Cost Management Framework (CCMF) and Intelligent Workbook (IW) projects.

Supported CNIC N3/OPNAV N46 team with all Planning, Programming, Budgeting, and Execution (PPBE) requirements. Support included OPNAV N46 Resource Sponsor requirements associated with Budget Submitting Office (BSO) submissions related to Ashore Force Protection to include Strategic Systems Programs (SSP), Naval Criminal Investigative Service (NCIS), NAVSEA and various other Shore Commands. Provided a variety of financial and non-financial support to Headquarter activities and taskers to include responses to Congressional inquiries, Managers' Internal Control (MIC) Program coordination, and development of policy/instruction recommendations.

Joined the OPNAV N46 staff during the development and stand up of Commander, Navy Installations Command (CNIC). Once CNIC was established, assisted OPNAV N46/Public Safety (N9) staff in the development of organizational requirements, instructions and processes. Served as single PPBE touchpoint for the organization performing all PPBE related functions.

Served as the Battelle Memorial Institute Program Manager supporting the Commander, Navy Installations Command (CNIC) Integration (CNIC N57), Training & Readiness Resources (CNIC N75) programs. Provided installation management expertise in support of strategic planning, resourcing (PPBE), interaction with internal/external counterparts to include Enterprises and Provider stakeholders, and supported the executive staff on special projects.

Served as single PPBE point of contact for the OPNAV N46/Public Safety directorate. Responsibilities ies included preparation of annual POM/PR exhibits, requirements analysis/determination, PBIS issue management/review, and coordination with FMB contacts. Regularly briefed senior leadership on program requirements and financial management activities.

Provided PPBE support to the Department of Defense $2 billion Competitive Sourcing and Housing Privatization program. Worked with senior staff to develop briefings, Congressional testimony, and presented recommendations for improvement.