Lead cross-functional teams of developers, engineers, data scientists, and UX professionals to deliver cutting-edge AI and other technology solutions for DoD and government clients.Responsible for:-Increasing user adoption through intuitive interfaces, innovative and targeted training and generating user base early buy in.-Managing all aspects of the program lifecycle, ensuring successful project delivery and client satisfaction.-Cultivating strong client relationships, proactively managing expectations and exceeding goals.-Identifying new and organic growth business opportunities/development through leading edge technology and innovative AI solutions to address critical client needs.

I was brought in to execute and manage all ServiceNow integrations and lead the ITSM Implementation Development Teams. Since joining Intact I have also stood up an Architecture Center of Excellence to align the complexities running multiple delivery teams on Mutiple projects and create benefits from lessons learned and best practices as they are identified.In my role at Intact I have been told by my leadership that my organization, strategy and tactical execution has led to significant improvements in our customer enablement as well as significant efficiency gains for our team members. My collogues have pointed out that I took misalignments in our integrations practice and completely reset them internally and with our customers, ensuring that we can meet deadlines, respond to changes and deliver value increases and costs reduction. My staff have been able to take on more career growth-oriented work as we have reduced churn and redundant efforts.My clients appreciate the reduction in defects and emergency fixes while gaining more value delivery out of sprints and releases. They also have acknowledged that the move to methodical scheduling efforts and tracking of net new (reprioritization when needed) has been an overall benefit.

Each contract and engagement I run is like a small business, having to build out the team, value objectives, select methodologies and cadence, norming and so on. This is all before we fully engage with our clients. We then have to align with client culture, mandates and rhythms, reporting structures, politics and so on. I make sure all of this occurs, is consistent and effective so that we can move into our true roles as expert advisors and implementors who deliver value-based outcomes and facilitate long term strategy and cost-effective financials.- Leading Adaptive and Transformation Digital Change Engagements- Building High Performance Teams for New engagements- Troubled Engagement Lead- PMO and Value PMO Startup/Alignment/Management- Business Process Development and Value Integration- COTS and Custom Solutions Engagements- ServiceNow ITBM Implementations- 24/7 ITSM Operations

Brought in to rehabilitate client relationship and contract performance on major contracts. Assigned and repaired a contract with 1.5 years left and low client satisfaction. We then won a highly contested recompete worth $10 million in O&M and another $10 million in project work over 5 years Post award was promoted to Director and assigned additional clients Took over a team of 30+ 'skips' and 5 direct (managers) DBAs managing a major Federal agency Database Center of Excellence, for Oracle, SQL, MySQL and other boutique DB solutions. Replaced and restructured staff as necessary and established SOPs, Incident Management and other ITSMstandards. Refocused our team members on stakeholder engagement and high touch interactions.Took over a critical development team of 10, modernizing applications for a push into the 2020 Census. Restructured and refocused on moving to SAFe practices, adding new developers and a new CSM to re-engage with stakeholders under immense pressure to meet 2020 deadlines. This team also provides O&M support as applications move to production and in conjunction with our DCoE.Successfully partnered with client executive leadership to address issues, capture their goals and identify opportunities leading to multiple modification awards for additional work, shepherding the client towards more innovative solutions with better cost benefit for ITG and setting upthe re-compete under the most favorable conditions possible.Provides strategic and functional expertise on engagements and internal development efforts, including application deployments, IT services, organizational transformation, and matrix-ed application of global resources.Managing multiple O&M, Developer and Project teams directly and via project manager direct reports.

OFS was tasked with the stabilization of the financial system after the 2008 housing crisis, OFS paid out over $500 billion to banks, institutions and programs. To date 97% of that money has been returned with significant profits.Digital Transformation Lead and Business Architect for Acquisitions Management Solution (AMS), an application to manage and automate the lifecycle of over $400 Million in OFS procurements and contracts, incorporating streamlined operations improvement resulting in a staffing FTE reduction from 25 to 5.The original goal was to resolve repeated contract breaks, missed award dates on new procurements and a number of post award issues. At first an exercise to document the business process and stream line it lead to a revelation about data quality, divergent business processes and the need for automation and reporting. Post project I was assigned to lead the procurement group on a permanent basis.Formalized our PMO processes including current state-gap analysis, project and IT portfolio planning processes to require due diligence for project selection and budgeting. Beyond better decision making, this was also a way of helping our large footprint of contractors stay in sync with each other and map dependencies/competing resource requests. Given managing role in the Change Control Board, implemented to meet compliance and security requirements and validate that projects, patchingand other IT activities were warranted, tested and scheduled correctly.

Managed the national procurement and contract management systems, managing all contracts for GSA-Public Building Services. This included managing the COTs vendor relationship, the client business needs and the demands and limits of government processes and tools. Also managed to completion the C&A, SSP, POA&M and other FISMA/NIST based security and compliance management activities Qualified OMB Exhibit 300 metrics updates.Assisted GSA PBS with managing a vast portfolio of contracts and developed a PMO framework focused on cost savings to meet new budget requirements. GSA PBS had always been excellent with change control and overall IT process but it was never clear how and why some projects were selected, fast tracked and got additional funding (while others did not).

Implemented a pre-print insert run process, resulting in $500K yearly savings and the creation of highly profitable new ad sales ops. This involved developing a new space in the printing plants for onsite paper assembly (ads inserts were previously done off site), mapping out the business and physical processes and then training and testing with distribution teams prior to full implementation. Initiated de-customization of the business critical circulation and distribution software that WaPo used to manage and pay all paper distribution operators and delivery personnel. This software was a COTs legacy product that WaPo had created unsustainable operating costs with by significantly customizing it. This cost came from both the ongoing support licensing of the software and the highly complex business processes that evolved around the software.