RVCM is a leading enterprise digital transformation firm focused on scale, speed, and security for its private and governmental client base facing continually evolving IT needs and cyber security threats. It provides end-to-end DevSecOps, PaaS, agile software development, cybersecurity, human-centered design, and cloud automation solutions. Primary responsibilities include: - Internal Growth and Scale- Operational Performance & Health- Enterprise Alignment, Orchestration and Integration- Employee & Customer Satisfaction- Cashflow & Profitability

Served as Chief of Staff and business manager to the Vice President responsible for Human Resource, Finance, and Credit technologies. As Chief of Staff, I worked closely with the leadership team to drive the Rhythm of the Business, bridge organizational gaps, and optimize decision making. I held the trust and confidence of leaders across Technology and wielded influence to strengthen partnerships and drive business outcomes. As a trusted thought partner and advisor to the VP, I anticipated, then address risks and organizational needs before they made their way to my VP. The role was dynamic and fast-paced, one which required a "that's not my job but let's get it done and make it better" type of attitude and approach to leadership.

As part of the Office of the CIO, Nordstrom Technology Measurement facilitated the generation of KPIs, processes, and dashboards that drove visibility, transparency and continuous improvements in the delivery and optimization of Nordstrom Technology products and services.Responsibilities included driving and implementing critical, enterprise-wide initiatives that enabled insights into the key metrics needed to run Nordstrom Technology and deliver business value to internal customers. I partnered with Finance, Strategy, and Product teams and engaged with senior leaders on a regular basis to support business outcomes, strategy, and budgeting. As a business owner of Planview Enterprise, Nordstrom Technology’s project portfolio management (PPM) application, I drove process and tool improvements that integrated project management, portfolio management, resource management, financial management, and strategy to provide senior leaders with visibility into whether we are doing the right work, at the right time, and with the right resources.

I was an instructor in the University of Washington’s Certificate in Project Management program, one of the largest programs within UW Professional & Continuing Education. Over the course of nine months, I led working professionals from all backgrounds and experiences through a curriculum that exposed them to foundational project management principles, tools, and processes. The course aligns to the PMBOK while also incorporating Agile frameworks and topics. I took a break from teaching to pursue my EMBA degree.

Defense Contract Management Agency (DCMA) monitors Department of Defense (DoD) and Federal contractors to ensure that supplies and services are delivered on time, at projected costs, and all performance requirements are met in compliance with the terms and conditions of the contracts. DCMA professionals serve as "information brokers" and in-plant representatives for military, Federal, and allied government clients during the initial stages of the procurement cycle and throughout the life of the resulting contracts. I was responsible for leading a cross-functional team of 12 in monitoring cost, schedule, and risk on the Boeing KC-46 Pegasus Aerial Refueling Tanker program, the Secretary of the Air Force’s #1 procurement program with a contract valued at $4.9B at the time. We evaluated Boeing’s production readiness, assessed supply chains, audited QA processes, and analyzed cost and schedule performance using Earned Value. Based on evidence, insight, and analysis from the team, I provided timely, data-driven cost, schedule, and risk assessments and recommendations to the Air Force’s executive, DCMA’s COO, and Boeing executives on a routine basis.

The Air Force Reserve Officer Training Corps (AFROTC) program is designed to recruit, educate, and commission officer candidates through 145 college campus programs at over 1,100 colleges and universities in the US.I led all AFROTC recruiting operations in NJ, NY, and New England, managed 85 recruiters in 16 cities, and engaged with over 50,000 high school students and parents within my region. I directly supervised seven recruiters and mentored 40. Under my leadership, the region saw a 300% increase in AFROTC scholarship applications and a 100 point rise in the average SAT score among scholarship recipients. As a result, my senior leaders entrusted me to author a multi-year national recruiting strategy with roll out to all 145 college campus programs. The data analysis techniques I brought to the forefront in my region transformed the way AFROTC recruited from target markets. Additional responsibilities included leading recruiting and Applicant Tracking System training for new nation-wide personnel each year along with on-site audits of recruiting programs.

Air Force Research Laboratory (AFRL) is the only organization wholly dedicated to leading the discovery, development, and integration of technologies for the United States Air Force. AFRL conducts critical basic research, exploratory development, advanced development, and technology transfer to industry.I managed an R&D portfolio to design, develop, test, and mature advanced radar sensor technology for integration into Air Force systems 5-20 years in the future. I led a cross-functional team that coordinated the RFX process, evaluated over 30 contractor proposals, and awarded 10 R&D contracts to small businesses. Technology developed in the R&D portfolio integrated with with internal R&D efforts, to include hardware prototyping, modeling and simulating radar signals in the laboratory, and testing both hardware and software using near real-world conditions.