Planned, led, and executed organizational change management program for IT legacy modernization programs to cloud-based platform in Office of Technology for Human Services, Department of Human Services’ (DHS), Maryland State Government. • Devised critical implementation plan for cloud migration of critical Enterprise Content Management System serving 24 local jurisdictions in Maryland requiring on-site capacity readiness and training plan for 4500 end-users with inflexible end-dates.• Designed and implemented communication plans, various communication vehicles and channels enabling end-user understanding and support of IT system changes and facilitate end-user self-sufficiency.• Constructed and delivered original training modules for OTHS managers' and supervisors' professional growth also included supporting reference materials. • Authored technology-focused user-guides for OTHS staff to improve telework sufficiency. • Developed original data collection instruments completed by all local jurisdictions on local's technology and training program preparedness and capacity. Resulted in valuable information shared with other State Government Agencies to without unnecessary duplication of resources and burden on local Directors and Network Administrators.

Cultivated program success by strategically deploying resources, conducting workflow analysis, assessing internal quality, and leading 6 staff on 3 high-volume, alternative claims dispute resolution processes for Centers of Medicare & Medicaid Services (CMS). • Resolved daily operational and quality problems with immediate implementable solutions to ensure client confidence in RELI program performance.• Achieved 85% compliance on service-level-agreement metrics by strategically managing staffing.• Delivered 100% accuracy on highly detailed daily progress and aging reports on 3 initiatives to CMS Executives.• With Agile approach and facilitation, translated client needs to workflows for software solutions for 3 unique processes. Identified deficiencies in software solutions before and after release. • Designed and delivered all training using both traditional and creative methods such as Jeopardy concept.• Documented 3 original Standard Operating Procedures, 1 Training Manual, and led all written CMS communication including all CMS communication responding to Appellant inquiries.

SLI Acupressure, a healthcare educational non-profit, trains and certifies healthcare practitioners in Acupressure. Led operations to maximize financial health, guide Board of Directors, cultivate strategic partnerships to increase market presence and forge strong, collaborative relationships in diverse community. • Evaluated and re-engineered key processes for improvements including registration, scheduling, and billing. Streamlined operating procedures to improve timely management of operations.• Evaluated financial data and adjusted operations to prevent deficit in $250,000 annual budget. Pioneered cost/benefit analysis on services, established new pricing rates, reduced operating costs by 27%, re-engineered and simplified budget process, implemented new passive revenue streams, and established financial controls, policies, and procedures to ensure financial integrity and solvency. Ensured Annual Conference was self-funding.• Reduced by 34% outstanding payment-plan balances by implementing multi-prong approach to increase course enrollments. • Executed new organizational structure after assessing strategic opportunities against operational structure and staff capabilities. Troubleshot and resolved issues and discrepancies. • Increased by 25% satisfaction and engagement of customers and stakeholders by instituting user feedback sessions and round-tables, creating timely and relevant communication products and resolving satisfactorily customer concerns. • Cultivated strategic partnerships to increase market share in new regions.• Guided and counseled diverse volunteer-based, leadership groups including Board of Directors, Executive and Operating Committees, and Program Faculty.

Consulting firm providing management services to Federal Government clients.Analyzed management effectiveness of administrative processes for the Director, Office of Observations, National Weather Service. • Reduced by 85% 4-year backlog of Policy updates by directing cross-functional project impacting 5 Regional Offices and 3 Branch Offices. Resolved technical stakeholder concerns. Standardized governance of process for future updates.• Revamped process for communicating and tracking priority information to Executive Director, components included process streamlining, documentation, and automation.• Supported Executive Officer's administrative responsibilities.

An award-winning, Minority-owned Business Enterprise providing civil engineering, planning, design, and construction management services to the nation’s airports. • Implemented President’s vision, led day-to-day operations, sparked corporate readiness for future growth, and advanced ability to deliver product excellence. • Independently designed and led Human Resources, Operations, & Marketing processes supporting 350% growth in gross revenue to $5 million and 540% increase in staffing to 48 employees delivering services in 13 states. • Reduced talent shortages by creating Human Capital Management processes including standardized recruitment, intern feeder program, career ladder and progressive talent development opportunities (Job Classification and Performance Appraisal Systems), ensured Federal and State regulatory compliance, and developed employee management processes. • Attained 100% accuracy and on-time compliance for mission-critical licensing, certifications, and renewals of Minority-owned Disadvantaged Business Enterprise (MBE/DBE) in 13 states, Professional Engineering licensing for 18 engineers in 20 states, and all business operations in 13 states.• Designed original process for monitoring 100+ task order contracts, budget limits, insurance certification compliance, and backlogs to President.• Led 160+ Request For Proposal (RFP) teams, prepared cost proposals, managed informational requests and deadlines, coordinated teaming partners’ submissions, authored customized narratives and prepared technical writing highlighting firm’s qualifications. Achieved a 98% selection rate for contract awards.• Evaluated and forecasted operational expenses to limit impact on profit centers.• Directed employee benefit program by advising employees on benefit options, processing enrollments, and updating personal information.• Represented firm in-person and in-writing with clients, state officials, and staff. • Planned and coordinated all corporate events.

Consulting firm providing process quality improvement analysis to Federal Government clients.• Facilitated Business Process Improvement sub-teams at Walter Reed Military Medical Center (WRMMC) • Analyzed patient intake workflows to reduce patient wait-time at WRMMC. • Facilitated cross-functional teams with medical staff and turf-protecting stakeholders. • Developed training modules for Business Process Re-engineering.

All non-hospital businesses of Inova Health System which included 6 diverse divisions of long-term care, home health, urgent care, mental health, addiction treatment, and medical equipment repair services. Successfully balanced vision requirements with existing operational structures and cultural reality to implement new quality improvement initiative impacting 2500 employees. • Designed original and standardized organizational policy and procedures, communication plans, budgets, and manager performance compensation. Program fully operational in 2-years. Resolved resistance issues using change management principles and collaboration.• Directed or led 50+ process improvement teams evaluating processes’ effectiveness and efficiency. Assessed feasibility of team solutions for achieving improved turnaround time, greater service usage, and reduced Accounts Receivable, etc. Coached 25 program-based facilitators who were Division Executives. • Performed post implementation review to develop Lessons Learned Report to Senior Executives.