Oversee and provide staff supervision and direction to multiple regional real estate program areas, including Capital Investment and Leasing ($1+Billion), Federal Space Management, Exchanges, Site Aquisition, Community Partnership and Urban Development, Relocations, Rent Bill Management, Records Management, OMB Scoring Evaluations, Historic Preservation, Records Management and Program Analysis. Regional program areas include real estate activity in Texas, Oklahoma, New Mexico, Louisiana, and Arkansas; and encompass over 35 million square feet of space in over 1300 federally-owned and leased buildings. Direct real estate strategic development, process improvements, resource management, and organizational change management, to reduce government costs and better serve the public. Analyze and automated processes to achieve 50% reduction in staffing in multiple areas. Increased product deliverables by 15 fold, increasing customer service, improving asset management and reducing costs. Established standard operating procedures and project management practices to better monitor operations and assure sustainability.Received GSA National Real Estate Innovation Award, for leading innovative efforts to trade unneeded historic GSA real estate with H.E.B. corporation, in exchange for construction of a San Antonio federal garage to meet key customer parking needs and reduce vacancy; received Special Acts Award for developing and implementing phased plans to exchange unneeded GSA property in the San Antonio Hemisfair area, for a site owned by the City, in order to develop a new courthouse Nominated for 20201 Supervisor of the Year Federal Executive Board AwardNominated for 2021 Special Contribution Federal Executive Board Award

Led national team, including PBS West Coast and East Coast Zonal Program Managers and 11 geographically located Regional Account Managers, to transition DHS real estate activities and occupancies from over 30 departments and agencies to one DHS agency; served as primary agency liaison Directed and ensured effective communication, reporting and controls in 11 regions; traveled to DHS and GSA headquarters to present progress and results and to develop strategies with DHS and GSA senior executive officials; developed goals and measures and action plans to achieve GSA and agency results; prepared and delivered reports on progress and results for GSA national and Customer SES level leadership; established weekly and monthly tracking and reporting reports and conference calls to evaluate progress and to resolve recurring and unique operational maintenance, security, environmental, fire safety, buildings operations, housing, community, customer, and policy issues; oversaw the progress and transition of workspace delivery of over 3,000 projects valued at over $500M; received national awards and accolades from DHS and GSA national senior officialsAssessed DHS national and regional requirements to develop agency specific plans and strategies to advance DHS mission through real estate portfolio improvements and consolidations; participated with national high-level management in formulating long range plans for PBS and provided direct input and presented recommendations concerning DHS project operations, trends, recurring problems, and management concerns; developed and implemented regional, zonal and national policies and procedures to ensure timely program execution and compliance with applicable laws and regulations; received multiple national awards and accolades from DHS and GSA national senior officials

Developed and wrote the Statement of Work and technical requirements and oversaw the performance for the first regional Portfolio Integration Plan in the nation, to analyze organizational structure, operations, policy, customers, assets, markets, processes, and program areas and goals, and to create a short and long term portfolio strategic plan; this plan became the model for future plans throughout the nationParticipated with Directors and senior leadership in formulating long range portfolio plans for PBS, providing input and recommendations concerning project operations, significant trends, recurring problems and management concerns; developed and presented position papers and cost benefit analysis to top regional and national leadership, with recommendations to improve effectiveness and efficiencies Served as the Regional Portfolio representative on a cross organizational restructuring team; developed study design and gathered and analyzed operational and process information to develop reports and specific recommendations for reorganization and process changes, to more efficiently and effectively utilize resources and to identify activities for outsourcing; developed a reorganization project plan, implementation strategy and time line

Oversaw district financial and operational performance; analyzed operations and performance to develop strategies to meet organizational performance goals, and to improve processes and procedures for leasing, lease administration, accounting, budgeting, internal controls, and customer billing; created Asset Business Plans for all buildings in the district; created first Community Plan to evaluate and integrate assets, customers and markets, which became the model for current GSA community plans; turned around district performance from an annual loss of $2M to an annual income of $1M, while increasing overall district customer satisfaction from 63% to 84%

Created and led a multi-agency/community team for the closure and redeployment of the Richards Gebaur Air Force Base and the closure and redeployment of Lowry Air Force Base; held monthly on-site meetings with conflicting parties with differing interests and goals, including senior officials from HUD, DOI, EPA private developers, city, neighborhood, utility companies, historic preservation and neighborhood associations, and the public to develop an optimal strategy and plan to redeploy the bases Wrote the strategic plans to redeploy the bases and gained buy-in from all agency and community stakeholders; wrote the Record of Decisions, signed by the Secretary of the Air Force and published in the Federal Registers; developed and applied a new process for developing the Base Plans that involved a simultaneous collaboration of all stakeholders, versus the previous sequential process; reducing the time to develop the plan from 2-4 years to a 6 month time frame from start to finish; received Special Act Award for Air Force Base Closure effortsServed as the single National Reengineering Team member, representing the zone at multiple DC meetings, to evaluate the regional and national organization and processes and develop and present specific recommendations to improve the process, services and operations of central office and the zones Directed development and implementation of the first national Activity Based Costing program by using of a wide range of qualitative, quantitative and on-line analytical processing methods, evaluated all regional disposal processes; combined legacy operational systems information with financial transactions to yield process costs; results supported outsourcing and development of process re-engineering strategies; awarded National Innovation Award