I led IKE Smart City's electric vehicle charging infrastructure vertical focusing on all aspects of business development and client management including project delivery.

Finance: I oversaw our Finance team and have been leading modernization efforts to replace “paper” processes by leverage existing systems. The effort will bring transparency and efficiency to our capital budgeting process, funds management and reporting.Human Resources: I took over managing HR during the early months of the pandemic. I was responsible for maintaining our core functions like hiring/firing, payroll, performance evaluation as well as reporting for coronavirus infections and labor law changes related to the CARES Act. My have maintained peak performance, worked to mitigate coronavirus infections and launched new programs focused on improving diversity in our workforce.Transportation Safety: As Deputy Director, I led the development of the Vision Zero Columbus Action Plan 1.0, our first iteration of a transformative shift in our mindset when designing streets. The plan focuses on ensuring that human life is placed above all other priorities including cost and traffic throughput. I am leading plan implementation with a goal of eliminating serious injury and fatal crashes by 2035.

Solidified Columbus’s reputation as America’s Smart City; transforming mobility through the delivery of the Smart City Challenge. Emerging Technology: I am leading the delivery of the Smart City Challenge program known locally as Smart Columbus program. I led the planning, design and deployment of two autonomous shuttles, a 28-mile connected vehicle infrastructure environment and the numerous technology-based mobility projects in Central Ohio. We deployed three applications and an open source data management platform.Data & Data Management: Since 2019, I led the ongoing feature development of the Smart Columbus Operating System, an open source, web-based data management platform designed to support open data and am leading the sustainability efforts for the system. My efforts to engage partners in leveraging the Operating System has elevated the importance of data management, governance and transparency in the public sector and helped define the value of the system. I am leading the sustainability efforts for the system.Partner Management: I oversee all contracted partners and serve as their point of contact. I manage contracts including negotiations, policing obligations and closeout – a key responsibility while managing agreements leveraging emerging technology. Strong management is anticipated to lead to a seven figure cost savings in our program. Strong partner management has led to the development of new collaborations in transformative ways.Program Management & Evaluation: We manage our program with a complex schedule, key performance indicators and use a “scrum of scrums” approach to ensure project integration and dependencies are managed and considered. The coordination between and among partners is critical to ensuring program success. We expect outcomes that show improved environmental impacts, mobility, safety, customer satisfaction and agency efficiency through the delivery of our program.

Senior Project Manager (Consulting) I led business development efforts in our local government market in Central Ohio and supported efforts statewide. As a doer-seller, I was responsible for both business development and project delivery for our clients and partners. Business Development: I worked with local governments to identify infrastructure needs, develop a funding strategy and apply for funds. I also worked with local governments to build relationships and share information about our services. My clients were awarded over $40 million in competitive funds. Our assistance led to design contracts for the company.Project Management: I led a team that delivered of over $100 million in design and construction projects for the Bridge Street District in the City of Dublin. I led the delivery of the Dublin Pedestrian Bridge and all public infrastructure in the district. The program transformed underused land that was once farmland, a driving range, defunct shopping plaza and car wash into the Bridge Street District, a destination district that has attracted over $500 million in private investment.Partner Management: Through my work in delivering the Bridge Street District, I managed key relationships and coordinated with numerous developers, builders, owners, CEOs and regional leadership. I worked to understand concerns, manage expectations, communicate construction schedules and traffic impacts to multiple partners and stakeholders.

I leveraged my entrepreneurial mindset to build a new business during an economic downturn with a market focus on companies providing transportation engineering services, freight movement services and mobility products. Strategic Planning: I served as a consulting partner to advance strategic planning for business development in new market sectors as well as develop funding strategies for infrastructure projects. I led development of new market sector strategic plan for an Engineering News Record top 500 firm that led to the successful penetration of the rail design market.Business Development & Growth: I focused my efforts on generating revenue Six figure revenue generation within 18 months with minimal capital investment. Advanced Vehicle Work: Development of a railcar specification for acceptance by the Federal Railroad Administration in coordination with global industry partners. The diesel multiple unit (DMU) specification was developed in coordination my many partners including Amtrak, the Federal Rail Administration and states.

Based on my work as the Task Force Team Leader, I was tapped to co-lead our largest division.Partner Management: I led partner facing coordination and communication for various funding programs and constituent issues. I regularly interacted with local, state and federal partners to resolve issues, contribute to policy discussions and identify mobility projects for funding. Developed and maintained key relationships in cities, counties, state and private sector partners throughout the United States. My work often led to win-win solutions for our partners and stakeholders.People Management: Led a division of 188 employees in eight offices with oversight and implementation responsibilities for $2 billion in capital projects – the largest program ODOT had ever implemented. I was responsible for leading the teams that programmed projects for planning, design and construction. My team was responsible for securing the funding, environmental compliance, highway safety, aviation, asset management, document management, economic development support, local public agency funds management and transit funding.Emerging Technology & Data: Established ODOT’s first-ever Office of Innovation. The office focused on transformational innovations including electric vehicle charging infrastructure and the development of a new asset management system known as TIMS, a public facing site where users can gather information about Ohio’s state-owned transportation system.Change Management: I was part of the leadership team responsible for transforming the department from one focused on highways to a department focused on multi-modal transportation and mobility. I programmed over $50 million/year for transit systems, served as our first maritime coordinator later establishing a new position and worked to ensure projects included bike and pedestrian infrastructure. Safety, accessibility and equity was at the forefront of our work to change the department.

I led a team of six staff members that supported the efforts of the 21st Century Transportation Priorities Task Force, a 62-member task force.Partner Management: I managed 62-member task force that included partners such as elected officials, state transportation leaders and advocacy groups assembled to envision Ohio’s 21st Century transportation system and recommend the funding mechanisms to support it. My responsibilities included staff coordination, partner management, meeting coordination, writing, policy and legislative research and review. I delivered a document outlining policy, financial and tactical recommendations to transform Ohio’s transportation system to meet the needs of the 21st Century mobility.

Contract Management: I led the solicitation, negotiation, management and close-out of $40-$50 million in annual consulting contracts. I served as contractual point of contact for the department to consulting partners (vendors) throughout the lifecycle of the project.Project Management: Led large, complex transportation project development such as the I-270 Northwest Outerbelt Study, I-270 South Outerbelt Study, US 23 Access Management Study, US 23 Bypass Study, and SR 161/Post Rd./US 33 Interchange Project. Accomplishments included process revision, schedule management implementation and accountability monitoring (policing obligations) in order to meet delivery timelines.

Traffic & Safety Engineering: I prepared and managed review of prepared safety studies, reviewed and approved traffic impact studies, managing large transportation projects such as the I-270 Northwest Outerbelt Study. I organized a program to deliver over 100 safety studies per year that included recruitment of other department personnel during their slow season to develop the safety studies.Customer Engagement: I responded to customer issues including traffic safety issues. I coordinated with developers regarding traffic study requirements and reviewed and approved studies for new infrastructure.

Traffic & Safety Engineering: Examined a host of traffic needs including new capacity for development (e.g., new turn lanes), safety problems and highway capacity issues. Accomplishments included drafting studies that met state and local requirements yet minimized client costs for highway improvements due to development.Client Management & Regulatory Coordination: I coordinated with regulatory agencies to define requirements for traffic impact studies, communicated those needs to the client and defined the scope of work and fees. My work often minimized impacts to the client bottom lines.

Recruited to join new transportation engineering group in an established architecture firm in Central Ohio.• Performed highway existing condition review, driveway location review, safety and traffic volume analysis.

Recruited from college to be a civil engineer at an established firm in Central Ohio. This was my first exposure to the work and I learned to be very nimble in a small company where everyone rolled up their sleeves to meet our client needs.Civil Engineer that filled a wide range of roles.• Served as a project inspector for Bridgeway Avenue Extension led by the Columbus Regional Airport Authority; and,• Performed civil, stormwater and transportation design.