▪ Direct the development and deployment of custom application enhancements. Provide oversight, daily and long-term direction over contractors supporting a portfolio of 13 complex custom software applications. ▪ Developed and implemented an agile PI planning process in Jira for complex contract. Instituted a Change Control Board for the governance and prioritization of work, providing the CIO appropriate insight to make calculated risk-based decisions, thus increasing efficiency of service delivery to the NHLBI end users. ▪ Manage stakeholders throughout project lifecycle, including business owners, executive leadership, ITAC leadership, and technical delivery teams.▪ Serve as COR for NHLBI’s Clinical Trials Information Systems acquisition. Performed requirements analysis and business case development for this multi-year, several million-dollar contract. ▪ Champion Agile and SAFe practices across the organization relying on real data and metrics in decision making.▪ Establish priorities and provide oversight to the planning, budgeting, conception, design, engineering, development and implementation, testing and review of IT development projects and initiatives.

As an Enterprise Services Manager for Common Securitization Solutions (CSS), I lead on the development and management of technology-based solutions that optimize the interaction and functionality of multiple corporate teams and systems across the organization. CSS, a joint venture owned by Fannie Mae and Freddie Mac, was established to build a universal IT platform for the issuance and management of mortgage-backed securities. Leading a small team, I am responsible for innovating and implementing new fit for purpose corporate systems that enable administrative functions across the organization to deliver the most aligned, agile and cost-effective solutions for managing the billions of dollars that flow through the company each day. My role requires that I wear many hats as I drive lean business process and automated improvements through the entire SDLC and across 24 enterprise and corporate systems including ServiceNow, JIRA, Confluence, SharePoint, financial systems, and HR systems. Due to the nature of the business, organizational goals and the current challenges posed by the pandemic, my responsibilities necessarily include ensuring that information security requirements are at the highest level, that the technological solutions applied position CSS to take on new clients and that appropriate systems are in place to support and securitize remote working. Additional projects have included: • Leading on the implementation, adoption, and creation of a support model for SharePoint and Microsoft Office 365• Implementing a new IT operating model to productize development, including implementing a scaled agile framework (SAFe) across the office of the CIO• Managing and developing a group of junior contractors placed across the organization.

During my previous experience at DOJ, leading on the successful systems implementation of a financial platform developed by CGI, I realised that my particular skillset was clearly aligned with leading and delivering system-wide automation and lean business process programs. As one of the largest information technology consulting and systems integration providers in the world, with contracts across the Federal Government, a move to CGI seemed the obvious choice. As a senior consultant and business analyst I assisted with a huge and complex business process reengineering effort to transition the Department of Veteran’s Affairs over to the Momentum financial platform. This involved being responsible for various aspects of the program including project management, business analysis, client and stakeholder relationship management, IT systems configuration and compliance.

I joined the Criminal Division of the US Department of Justice as a budget analyst because I am a passionate advocate of civil service and the honest stewardship of taxpayer dollars. I soon became the Division’s budget expert, managing a team of three business analysts to formulate, execute, track, monitor and project the substantial budget spend, including for the Information Technology section. During this time I conducted trend analyses using various financial software, databases, and status reports, participated in management level planning of fiscal activities, analyzed and projected expenses for contract support and various funding types to plan expenditures and ensure solvency, acted as liaison for all external audit inquiries, managed an internal controls program, and ensured new initiatives and policies complied with budgetary requirements.However, from quite early on it was clear that my engineering background and creative solutioning skills could be utilized to help address the DOJ’s much needed business process optimization and automation program. As a result, I was recruited in 2015 to lead on a number of special business process improvement projects across finance, facilities and HR. Managing a range of these smaller projects culminated in being asked to lead on the transition to the Justice Department’s Unified Financial Management System (Momentum).This was a huge and much needed implementation of a new financial software system across the DOJ, which often involved working directly with developers to create customized solutions. My role involved leading a team of 15, project planning and scheduling, cross team coordination, testing and data migration, managing backlogs, communicating with stakeholders, risk management, status reporting, and preparing users for change, as well as status reports for high-level management. This was a very successful program and the system is still in use today.