Jointly managing JSC Information Technology and Multimedia Services (ITAMS) contract; $251M and 327 employees. This contract provides Center-wide enterprise architecture, systems engineering, project management, cyber security, data center operations, application and web development, licensing and maintenance of both software and hardware, library and repository services, customer-facing help desk services including customer relationship management, training services, writing/editing/graphics, associate contractor integration (particularly I3P), still/video/television imagery services, and communications services. Fostered client relationships across the Center. Accomplishments include:• Hired to address customer satisfaction and low performance score; improved from 87% to consistently over 95%• Identification and integration of organic business opportunities valued at over $2.5M• Identification, prioritization, and mitigation of over $5M savings to support customer’s FY15-and-beyond budget challenge• Instigated FY14 innovations across the contract that yielded $4.7M in annual cost savings/cost avoidance• Establishment of contract goals and objectives with direct links to the Center goals as well as to the Information Resources Directorate’s and the External Relations Office Directorate’s goalso Defined metrics and instituted monthly review to objectively assess progress• Definition and implementation of a formal Decision Analysis and Resolution (DAR) process which is used to evaluate potential solutions and formally document and approve solution decisions• Deployment of a contract-wide Lean Six Sigma program, including green belt training and certification of 25 employees• Establishment of the Systems Engineering Group and formalized project selection criteria that addresses ROI and risk.

A prominent energy, defense and aerospace technical consulting firm. Directed overall consulting operations in Houston. Identified diversification and growth opportunities including the company’s first engagement in the oil and gas sector. Oversaw government contract negotiations and administration. Managed $50M budget and 35 employees.

Transitioned and provided program management for NASA Constellation Program. Provided technical direction, oversight and support for IT, Enterprise Architecture, quantitative risk management, and configuration and data management. Grew the company’s workshare from 31% to 43%. Turned around low performing group in under 90 days.

Retained as contractor to provide technical direction, oversight, and support for NASA Orion Project’s Vehicle Operations and Integration Office. Defined mission contents, operational concepts, division of operational responsibilities, ground transportation requirements, and all human interface requirements. Managed communications and goal-setting with NASA and vehicle contractor. Identified and mitigated operational risks and administered Operations and Integration budget. Selected to serve as Project’s Level III interface to Program Level II and as Co-chair of Ops Integration Panel. Defined processes for working issues and drove responses from other contractors.

A global financial firm with $350B assets under management. Instituted global Program Office, managed project office and matrixed international project managers, software licensing and compliance, contract administration, technical training, procurement, and SOX compliance. Led Global Wide Area Network project team which identified over $2M annual savings in renegotiated telecommunications contracts. Executive member of global strategic architecture team. Led global IT compensation review. Recruited and motivated technology team. Managed $350M global budget and 50 employees.

Held responsibility for integrating all development in the NASA Mission Control Center (MCC), which entailed: coordinating the generation and approval of all ground requirements; functional and technical design review and approval; scheduling, management and oversight of installation; planning and managing the execution of system and integration testing, flight readiness testing and certification for flight; flight simulation and mission support; and weekly public presentation of status and issues to NASA and all Shuttle Program contractors.Performed all aspects of project integration and management including project cost estimating; integrated scheduling including critical path; negotiating capital purchases and labor; identifying and mitigating project risks; coordinating all testing and certification; defining and validating all operational procedures; planning and providing training; defining, generating and reporting project metrics; and final delivery through flight. This role required the management and integration of up to 6 complex projects into one delivery increment.

Managed the development and integration of multiple projects into the real-time environment of the NASA Mission Control Center. Projects included day-of-launch I-load update, multipurpose command system, and the re-architecture of the mission operations computer system. Position required coordination of multiple organizations' requirements and the management of USA subcontractors.

Promoted to group supervisor one year after certification for mission support of the Space Shuttle.