I lead the delivery of a portfolio of mission-focused IT solutions to the Department of Defense, National Security agencies, and Civilian agencies. Together with the eight divisions I lead, as well as our ecosystem of business partners and technology alliance partners, I ensure all 2,300 members of our collective teams are mission aligned in order to fully deliver on our customers' outcomes.Our diverse portfolio includes cyber services, advanced engineering services, business system modernization, and advanced analytics to name a few. Regardless of the solution or the mission, we focus on using budgets and resources effectively to fulfill the mission objectives and requirements for our customers. I've seen the impact of technology at the mission level, and in both good times and bad, it's our mission to ensure we deliver the solutions that allow our customers to deliver on theirs.

In this role, I oversaw 700 employees and subcontractors delivering a diverse portfolio of IT mission-oriented services that included Advanced Engineering & Scientific Services, Strategic Planning & Acquisition Management, IT Service Management (ITSM), Systems Integration & Support, and Technology Requirements & Analysis. I led the planning, directing, communicating, and controlling of overall management and operational functions on 26 programs supporting Federal government clients including DHS, Navy, Army, MDA, Defense Information Systems Agency (DISA), Defense Advanced Research Projects Agency (DARPA), EPA, and FCC.

I served as the executive leader of the Defense Programs business unit of CGI, a leading information technology consulting, systems integration, outsourcing, and solutions company. When I came on board, I restructured the organization to achieve greater alignment with Department of Defense priorities while increasing operating effectiveness and efficiencies. As a result, we secured $320 million Total Contract Value (TCV) for IT and ERP services in just 9 months, resulting in 9% year-over-year revenue with profit growth improvement.I oversaw 1,200 employees with support from 30+ industry partners and was accountable for overall management, development, and ongoing execution of the Defense Business Unit Strategic and Operational Plans. With a focus on delivering IT modernization, logistics, and ERP services across all aspects of the Department of Defense and operating components, I ensured alignment to corporate goals, objectives, and metrics related to clients, employees, and shareholders. I also served as a member of the CGI Global Operations Team, where I provided insight and recommendations to the strategic and operational planning processes.

After successfully leading ERP services delivery for the Department of Justice, I took on an expanded role leading the entire Department of Justice account and select Intelligence community clients. I managed a team of 530 employees and was accountable for the overall management, development, and execution of the client business development plan. I directly oversaw and participated in delivery services across a diversified portfolio of contracts in multiple Department of Justice components, which included JMD, FBI, ATF, USMS, DEA, BOP, and GLA. During my tenure, I grew the account from $60 million to $92 million annually, through contract growth and new contract wins.I was also a sitting member of the CGI Federal ERP Shared Services Council, where I provided strategic direction on Momentum Product Development roadmaps. As part of the Council, I routinely interacted and conferred with other Federal Shared Services Councils chaired by OMB, GSA, and Treasury.

As a director in CGI's consulting practice, I held a progression of roles leading ERP services delivery, working first with the Department of State and later, the Department of Justice. For the Department of State, I served as the Engagement Manager for its Global Management Systems (GFMS) program, which included ongoing maintenance of Financial Systems (FFS), implementation of Momentum Financials for overseas operations (RFMS), and integration support to Logistics System (ILMS). I also served as Program Manager for RFMS implementation, where I managed 80 employees and was responsible for the overall business context and process architecture. For the Department of Justice, I designed, developed, and implemented a standardized Financial and Acquisition Management System (UFMS) to replace six legacy financial management systems and multiple procurement systems, resulting in the elimination of material weaknesses related to internal controls, accounting and procurement standards, and IT security. During my tenure, I grew the ERP Services Team from 10 to 115 FTE and revenue from $5 million to $30 million annually.

I joined Fireman's Insurance, now part of Allianz SE, as a corporate accountant, where I reported directly to the CFO. This role helped build my foundational knowledge of business fundamentals such as P&L management, cash flow, utilization, bidding, and investment principles.