Leading a team of 140+ contractors, with 76% working remotely, implementing enterprise-wide system modernization efforts for J-6/USMEPCOM CIO. Key projects include deploying a new IT service management (ITSM) platform using ServiceNow, developing an Amazon Web Services (AWS)-based system for processing recruits across all branches of the DoD, and overseeing the technology refresh of systems, servers, routers, and WiFi access points across multiple sites. Established a Program Management Office (PMO) to coordinate operational support, including contract and resource management, and to oversee the J-6 CIO contract support team responsible for enterprise architecture, cybersecurity, communications, application development, cloud migration, change management, and finance.

As Program Manager, lead a team of contractors responsible for Strategy, Policy, Governance, IT Portfolio Management, and Enterprise Architecture under the command of the G-3/5/7 CIO. Responsible for the complex interactions across a three-tiered portfolio of IT investments for the Army’s Warfighting Mission Area (WMA), Training & Readiness (T&R) Domain of the Business Mission Area, and G-3/5/7 command IT system portfolios.

As Program Management SME assisted the US Department of State CIO portfolio management team (IRM/SPO/BMP/PM) assess and improve their IT portfolio management (PfM) practices to reduce administrative burden, improve budget planning and reporting, promote CPIC and FITARA integration, increase budget submission accuracy and allow for data-driven analysis/reporting• Strengthened the quality of IT asset data by developing integrated processes that establish phased approach for CIO review throughout the PfM lifecycle for systems, applications and infrastructure investments. • Mapping IT assets to investments to tie projects, contracts, networks and systems to funding through major and non-major investments• Establishing a stronger connection between budgeting, acquisition, and performance by analyzing initial budget requests made during the Pre-Select Phase and comparing them to actual FY18 spending and operational performance. Examining IT acquisition plans, working capital allocated funds and bureau level IT programs.• Supporting OMB-driven Technology Business Management (TBM) adoption by applying the TBM taxonomy to CPIC investments. Associating specific purchase orders of H/W, S/W licenses, service contracts and other assets to IT cost pools and IT towers. • Supporting the shift to standard network, end user, and data center investments for the FY20 budget submission by classifying components of major/non-major investments and mapping them to new standard infrastructure investments.• Conducting quality assurance reviews of the content and effectiveness of each major investment and their IT assets. Establishing data gaps, identifying outdated information and documenting sections within major business case detail that require further granularity when reporting.• Establishing a project governance framework, policy and processes to guide stakeholders through the IT investment life cycle, from initiation to disposition.

DOE NNSA Senior Program ManagerLead a team of Subject Matter Experts (SME) delivering core Policy & Governance IT support services including Enterprise Architecture, Records Management, ISO-9001:2015 based Quality Management, Marketing and Communications, Policy, data analysis, and reporting, governance board facilitation, and other as assigned activities on a Firm Fixed Price (FFP) contract in collaboration with the federal team within the National Nuclear Security Administration (NNSA) Office of the Chief Information Officer (OCIO), in coordination with the Department of Energy (DOE) OCIO. Developed and managed an Enterprise Program Management Office (ePMO) to ensure compliance with program standards and best practices including National Institute of Standards & Technology (NIST) SP 800-53, Cybersecurity Framework, Federal Information Security Management Act (FISMA) information security controls, and periodic audits Supported implementation of the Federal Information Technology Acquisition Reform Act (FITARA) throughout the NNSA IT enterprise with DOE and NNSA OCIO governance teams in collaboration with the Management and Operations (M&O) contractor-managed labs & plants; Promoted implementation of Control Objectives for Information and Related Technologies (COBIT) based governance framework and oversight of NNSA major IT investments through policy updates and investment management processes; Facilitated independent verification and validation (IV&V) of capital planning and investment control (CPIC) major investments through each phase of the governance and project oversight lifecycle.

December 2015 - July 2016 DOE NNSA Policy & Governance Group LeadReturned to support the National Nuclear Security Administration (NNSA) IT enterprise in coordination with the US Department of Energy (DOE) Office of the Chief Information Officer (OCIO)November 2014 - December 2015 VA VHA Sr. Program ManagerManaged a shared services team of project managers, facilitators, data analysts and communication specialists as contractors to the Department of Veterans Affairs (VA) Veterans Health Administration (VHA) Access and Clinic Administration Program (ACAP) in support of implementing the ACAP Program Management Office (PMO) Lead activities, including budgeting, service delivery coordination, and enterprise application modernization planning; Applied a full range of program management strategies, methodologies, policies, and procedures to perform a wide range of clinic access and ambulatory scheduling management activities including governance and process improvement programs; Identified performance gaps (operational, policy, training, resources, etc.) and presented comprehensive solutions to help develop and implement repeatable, sustainable processes that increased operational efficiencies throughout 154 VA Medical Centers (VAMC); Produced briefings and reports as well as facilitated monthly portfolio review and change management boards (PRB), and portfolio management reviews (PMR), in coordination with work unit leads.June 2012 - November 2014 DOE NNSA Governance LeadSupported the review and analysis of IT portfolio investments ($180 million FY15) for the Office of the Chief Information Officer (OCIO) at the US Department of Energy (DOE) National Nuclear Security Administration (NNSA) Responsible for oversight of major IT NNSA investments by applying proven project management methodologies including SDLC and PMLC in support of IT portfolio reviews, governance, and oversight, in support of Exhibit 300 and Exhibit 53 data using eCPIC

November 2010 - October 2011 HHS WCMS Program ManagerManaged a support staff of +30 resources providing coverage for three shifts Sunday - Friday 6:30 am - 11:00 pm. Oversight and coordination of all deliverables, resources, and budget associated with the development, design, maintenance, and administration of the Office of the Secretary for HHS (OS), POTUS and FLOTUS web sites (stopbullying.gov, healthcare.gov, letsmove.gov, and vaccines.gov) Participated in quarterly HHS enterprise IT council meetings to ensure effective communications with stakeholders, promote coordination with HHS Operating Divisions (OpDiv), as well as assessment and management of issues & risks Managed Tier 2 & 3 helpdesk teams delivering 508 testing & remediation, usability review, testing & remediation (UX), web development (deploying technologies including but not limited to HTML, CSS, XML, and JavaScript), web content management, training, graphic design, and business analytics.September 2010 - December 2010 NSF Technical LeadAs Technical Lead worked with the PM to baseline NSF's Enterprise Architecture and develop an analysis of alternatives (AOA) by performing the following: Analyzed and documented requirements and features across industry-leading COTS and open source content management applications. Created and delivered a technical solution report detailing the approach, findings and AOA recommendation for implementation of SharePoint 2010.May 2008 - September 2010 WEPS Project ManagerDeveloped and implemented an Enterprise Content Management System (ECMS) solution for the Department of Treasury Office of the Comptroller of the Currency (OCC). Responsible for all deliverables, resources, and budget associated with the integration and implementation of the enterprise web content management system (FFP contract). Managed this project applying SDLC, PMLC and ITIL practices; as a result, this project was key in Aquilent achieving CMMI level 3 Certification.

Overall responsibility for client satisfaction & services: post-award from initial engagement, recruiting and managing support services staff for a portfolio of contracted government programs/projects with FAA and DOL agencies,

Manager of the federal accounts team.