Working with the Secretary of the Air Force, Financial Management - Budget conducting Business Process Improvement initiatives. One Fight - One Team!

Working with the Air Force to better recognize invisible wounds in its Airmen. This involves developing a positive culture change in how Air Force warriors are perceived by other Airmen. This is a great project that allows me to work on developing different deliverables dealing in culture change and the multiple considerations for developing the necessary training to get fellow Airmen to understand what their peers with invisible wounds are going through and the sigma they are up against because of it.Also worked with the United States Air Force to determine how to integrate Operations in the Information Environment to fly fight and win in the conflict continuum. This requires a new way of thinking, a change in cultural mindset across the Air Force and a lot of new concepts in training the force. I'm proud to be a part of this effort and look forward to our results being implemented soonest.

United States Air Force (USAF), Air Force Medical Support Agency – Project manager for the USAF Liaison to the Joint Program Committee (JPC) to support multiple research programs that are part of the research portfolios at Fort Detrick and the Defense Health Agency Headquarters. Conducts technical and scientific review of medical research programs, customer outreach and active communication with portfolio stakeholders. Collects, analyzes and organizes information from a variety of sources to determine what is relevant to the project and what methods should be used to analyze the project. Provides subject matter experts with recommended solutions to address a capability gap. Prepares status reports, program reviews and presentations in accordance with the defined established format and updates/maintains portfolios to accommodate development and revision of strategic business plans, execution plans, and requirements analysis to ensure alignment with Division research strategies and guidance. Attends JPC steering committees, working groups and integrated product teams, related JPC in-process reviews and risk and analysis meetings.

Clifton Larson Allen, LLP, Director - Worked on the following projects as project/audit manager.Centers of Medicare & Medicaid Services (Oct 2016 – Jan 2018)• Project manager for 60 plus cost incurred compliance audits. National Archives and Records Administration (NARA) (Aug 2017 – Nov 2017)• Audit/project manager for the performance audit of the 2nd Quarter, 2017 DATA Act data submission for NARA.Department of State (Apr 2016 – Aug 2017)• Audit manager for the performance audit of the financial activities pertaining to several Project Specific Agreements (PSA) governing operations with the Kingdom of Saudi Arabia (KSA).United States Marine Corps (USMC) (Sep 2015 – Mar 2016)• Brought a full menu of large engagement project management skills to the USMC Team and greatly enhanced the team’s ability to accomplish timely submission of deliverables. Possesses unique talents in interaction with client management.AMTRAK (Apr 2015 – Aug 2015)• Performed as an auditor to Amtrak's OIG to conduct a performance audit of Amtrak’s Payment Tracking (APT) System.Federal Communications Commission (FCC) (Mar 2015 – Jul 2015)• CLA’s primary audit manager to the FCC OIG – Performance audit (IAW GAGAS) of the Public Safety and Homeland Security Bureau (PSHSB).Federal Housing Authority (FHA) (Mar 2010 – Mar 2011)• Project Manager for CLA’s $1.2M Federal Housing Authority financial audit and responsible for developing and monitoring a project plan reflecting audit task schedule of financial and information technology teams to ensure timely and on budget task completion.Universal Services Administrative Company (USAC) (Feb 2001 – Nov 2008, Feb 2010 – Jul 2010)• Audit/Project Manager for the CLA’s Universal Services Administration Company (USAC) audits and a $2M contract involving in excess of 10 audit teams performing compliance attestation procedures at schools and libraries at locations across the United States.

By performing management analysis through INnovation, INgenuity and INtegrity, IN-IN-IN Consulting understands that human resources are a company's most valuable resource. Using these assets inefficiently will quickly, and sometimes decisively, bring down your bottom line. It's critical to bring your product to the customer utilizing streamlined processes and optimized resources. Strategic planning and business process improvement/re-engineering are capabilities we will bring to you with results that count.

Program Manager – Arlington, Virginia (Mar 2010 – Oct 2010). United States Army HRsolutions Contract Vehicle • Business/proposal development resulting in 6 proposal submissions within a seven month period.• Evaluated subcontractor input to proposal resulting in a quality and accurate proposal submission.• Managed and developed revision of the corporate brochure marketing business services capability.• Managed/assisted in updating the corporate website including revision of the mission statement.• Introduced CEO to new business partners promoting future teaming opportunities.

Project Manager - (Feb 2009 – Mar 2010). Universal Service Administrative Company • Project Manager for a $2M contract.• Performed daily interaction with client resulting in resolution of issues identified by field audit teams.• Developed agenda/facilitated progress meetings building client confidence in task accomplishment/progress. • Coordinated issues prior to meeting, via teleconference, with client ensuring a unified approach to addressing issues during internal/external stakeholder progress meeting.Federal Housing Authority• Project Manager for a 1.2M financial audit and responsible for developing project plan.• Performed daily interaction with team to update audit/contract status and ensuring task completion.• Coordinated with teams on a weekly basis identifying issues which need immediate attention/resolution.• Developed progress meeting agenda and distributed to client attendees prior to conducting meeting.• Quickly resolved contract concerns with client management instilling confidence of audit integrity.

Universal Service Administrative Company (Feb 2002 – Nov 2008)• Project Manager/Director for a $43M contract.• Scheduled/resourced/administered 40 plus audit teams in the project management of the engagement. • Developed MS Project schedules to execute 450+ audits over the past six years. • Interfaced with Executive Management and recipients of Federal funds/grants ensuring smooth implementation and execution of audits.• Supervised and ensured accurate invoicing of $80M+ • Developed and successfully staffed a Charter, Communications Plan and Risk Matrix outlining responsibilities and risks of the engagement to both KPMG and the client.• Interfaced daily with client management regarding progress and issues identified by field audit teams. • Instrumental in establishing the relationship with the client that earned KPMG over 6 years of annuity work amounting in excess of $80M in revenue for both Schools and Libraries and High Cost audits/examinations.Naval Audit Service (Jul 2000 - Nov 2001)• Performed the role of lead performance audit manager in developing the NAVAUDSVC Five Year Strategic Plan. o Developed Charter, Mission, Vision, Goals and Objectives. o Facilitated the Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis.

Retired from the Air Force Center for Quality and Management Innovation (AFMIA), United States Air Force where served as a Manpower Management Engineer for 18 years. Major projects involved:• Air Force IG Tiger Team to review and discuss OMB A-76 outsourcing and privatization efforts. • Lead consultant and team manager on the Air Force Suggestion Program reengineering project. Led seven focus groups, produced a strategic plan, developed a new process design, and the development of a system requirements plan. • Reengineered the Air Force Management and Innovation Agency’s (AFMIA) consulting approach. • Developed and staffed the manpower requirement for the Explosive Ordnance Disposal (EOD) Function. Identified the amount to be funded in peacetime due to the critical wartime mission of EOD.• Monitored and managed the manpower requirements for EOD, Munitions, Disaster Preparedness, Civil Engineering, Transportation, Services and other Air Force functions during career.