Responsible for the short and long-range IT planning, IT budget formulation, IT acquisition execution oversight of an ACAT 1A Program in sustainment. Supervise 4 individuals that provide technical expertise, budget, and acquisition. Responsible for IT acquisition Program governance and compliance in accordance withDoD and DoN policies, directives, and instructions.Oversee the use of approximately $6.0M annually of Other Procurement Navy (OPN) and Operation and Maintenance Navy (OMN) funds.- Established internal system for identifying and tracking all internal requirements.-Through analysis of requirements was able to eliminate $5.0M in outdated requirements.-Completed funding execution for FY15, 16 and 17 for both OPN and OMN.-Evaluated and rewrote PD for two positions to align more closely with the needs of the organization.-Instituted more rigor to processes.-Perform COR and Portfolio Management duties.-Support SCIF IT requirements-Provide local Project Management support to NGA program.-Maintain DAWIA Level II Program Management-Maintain TS/SCI clearance

Responsible for the requirements planning, program management and execution of a multimillion dollar budget to support a one of a kind high-performance computing system that runs atmospheric and oceanographic models supporting unclassified, classified and TS information for the DOD.

Portfolio Manager for Wireless System Program Office responsible for ensuring all programs and projects support and adhere to the DHS Systems Engineering Life Cycle Process.Successful served as Project Manager for two radio projects with a value of over $10M connecting CBP officers with their counterparts in Canada and Mexico.Drafted and had approved first Strategic Plan to identify goals and objectives for the next twenty years.Served as the Contracting Officer Representative for a $24M multiyear engineering contract.Oversee annual report to the Office of Management and Budget report for a $945M program resulting in higher evaluation scores two consecutive years.Lead the development of key program documentation to include the Mission Needs Statement, Concept of Operation, Integrated Project Team Charter, and Tailoring Plan for two projects.Developed Risk Management register and mitigation plans.

Served as Project Manager for two wireless projects to connect CBP officers with their counterparts in Canada and Mexico. Drove the development of the Mission Needs Statement, Concept of Operation, Integrated Project Team Charter, and Tailoring Plan for both projects. Developed Risk Management register and mitigation plans for both programs. Set up repository for the storage of all documentation related to both projects.

Working for the NCA on a six-month rotation, supported the Training and Professional Development Division in the areas of policy, documentation, management assessment and expertise in acquisition related subjects. During this rotation developed a charter for codifying the NCA training council’s mission and member responsibilities. Drafted and had approved a policy memorandum for initial and continued training to meet requirements for certification as a Contracting Officer Representative (COR). Created documentation for the lifecycle associated with the end-to-end process for recruiting and graduating interns for Cemetery Directors. Worked with NCA process control and VA Learning University develop a new survey tool that will better evaluate training provided at the NCA National Training Center. Supported individual NCA employees in understanding requirements and helping with personal and professional goals with respect to certification and training in Program Management.

Subject matter expert in applying a thorough knowledge of quantitative and qualitative methods and techniques to develop staffing standards covering complex program functions. Expert knowledge of planning and programming regulations, guidelines and processes, and thorough knowledge of facilities planning, acquisition, and management process to prepare long range and short range planning guidance in accordance with brad agency program policies and objectives. Expert knowledge of and ability to organize, plan and conduct programs and activities and manage the writing of program analysis. A deep understanding of contract actions, procurement statues, policies and regulations to provide advice to the Director and staff on matters relative to the various complex and intricate missions of the Task Force. Master and skill in the visualization of complex processes and procedures to facilitate communication of concepts, programs, projects and systems to senior leaders with and outside the Task Force, paired with expert presentation, persuasion and team building skills.

Responsible for assisting in the daily operation of the division with respect to Asset Management, Transportation, and Disposition material policy and process assessment. Represent the division in meetings on policy. Lead project focused on supplier proposal to determine the practical application of reusable shipping containers, defining the mission need statement, feasibility and acquisition strategy with DLAs Distribution operations. Headquarters representative on IPT to study and report on the Defense Reutilization and Marketing Service Long Term Storage operation for Demilitarization of sensitive military items. Involved in Storage and Distribution, Transportation, and Disposal policy and assessment within DLA and DoD. Successfully lead an IPT made up of representatives from all DLA business units to develop and staff a logistics support plan that addressed risks associated with providing logistics support to a major conflict for one of Pacific Commands contingency operational plans.

Action Officer responsible for developing and supporting DLA’s support plans to combatant command’s operation plans. Participate in DLA’s conversion from deliberate planning to adaptive planning where plans are living documents that are updated and kept current. Worked with DLA’s field activities and staff sections to develop for publication a DLA procedure for developing and managing the planning documents and process. Successfully developed and staffed a support plan for the Pacific Command and coordinated a summit of DLA leadership on the development of support for Central Command.

Responsible for coordinating with the Air Force and Navy on all retrograde policy and execution in support of the OIF/OEF. Work with all DLA organizations to plan for the movement, turn-in, reutilization and disposal of material from Air Force and Naval units. Work with Air Force Material Command and CENTAF/9th Air Force to coordinate any changes to the demand planning or forecasting process. Work as the DLA liaison officer at Balad Airbase Iraq for Taskforce 586 and 316 ESC coordinating material retrograde activities. Work and interface with 402 AFSB Property Book Officer to reconcile issues of accountability.

Lead multi-disciplinary working Integrated Product Teams assigned to research and report on the challenges and feasibility of integrating into DTS special TDY travel types identified in the Operational Requirements Document (ORD) to include AMC channel / Patriot Express (GATES), Recruit travel, and Contingency travel. Managed $10M budget encompassing Fielding, T&E, O&M, and Personnel (military and support contractors). Developed and executed complex Deployment plan to include comprehensive Work Breakdown Schedule (WBS) for every Service and Agency site to be fielded. Performed special studies and delivered recommendations both orally and in writing for employing innovative technologies and adopting best business practices consistent with the PMO’s strategic objectives. Devised and executed deployment strategy to leverage geographic territories instead of the deploy on-demand approach employed by previous managing Director, saving the Program and the DOD over $500,000.00 in FY06. Regularly surveyed senior Service and Agency Program level representatives to ascertain customer satisfaction levels mitigate misconceptions about system or Division performance and solicit recommendations for service offering enhancements.

Member of 91st Division

Lead a staff of procurement professionals responsible for the strategic focus of global procurement of custom printed circuit boards, mechanical make components, and OEM product to support sales forecast. Participated as a member of a team to improve processes and reduced on-hand inventory. Oversaw the reduction in liability of $33 Million in unsupported purchases due to the slowing business environment over the 1st quarter of 2001. Personally negotiated contract for the 58% reduction in cost of key components to include metal stamped, injection molded and passive electronic part. Strategically planned for the worldwide capacity at suppliers of custom-built blank printed circuit boards. Negotiated the cancellation of $12 million in purchase orders for custom PCB's already produced by the suppliers. Conducted business trips to Mainland China at two weeks’ time intervals to coordinate the building of product and work on the coordination of build plans, component supply issues, positioning stock through vendor managed inventory, quality processes and implementation of major testing procedures. Using the ERP system QAD provided user feedback of system upgrades and working system issues.

Reported to the Director of Manufacturing having overall responsibility for all Materials Department functions and personnel management within a startup company. Interface with all levels of management and staff to facilitate product roll out. Set up and staffed Purchasing and Inventory Control operations. Created ISO9000 procedures and work instructions. Implemented an ERP system. Developed sources for several OEM supplies at lower cost for product than in original business plan. Set up contracts with small package and LTL carriers to ship product to BETA test site. Took initial lead to correctly structure BOMs in ERP system. Assumed duties of Facilities Manager and coordinated or supervised all building maintenance and repairs. Responsible for coordinating move to new facility and selection of security service.

Reporting to the Director of Operations, provided leadership and personnel management involved in Planning, Customer service, RMA, and sales order scheduling. Interface and created teamwork with Marketing to produce a Marketing Forecast that projects sales revenue by product. Load forecast into computer based MRP system to drive work order generation, purchasing and manufacturing efforts. Balance month end inventory of Finished Goods to backlog and future forecast demands. Interface with finance, sales, contract manufacturers and vendors to achieve strategic focus of manufacturing goals. Provide interface to sales and customers on availability and anticipated ship dates for sale orders and Return Material Authorizations. Created planning that would allow forecasting and planning builds of Finished Goods, reduce Work in Process and raw materials, meet sales forecast. Reduced Raw Material, WIP, and Finished Goods inventories from over $5 million to $2.6 million within sixty days by identifying requirements for Finished Goods with work-in-process. Advise and set focus point for manufacturing personnel at month end to reach shipping goals. Directly responsible, by driving manufacturing efforts to forecast, for the ability of the company to exceed monthly and yearly plan by as much as thirty percent. Key member of team that converted operations, finance, and sales to Enterprise Resource Planning (ERP) system. Set up and wrote New Product development procedures for the handling in operations of Bill Of Material (BOM)review, ECO phase in, planner tracking responsibilities, purchasing of material, and release to production of New Product. Upon assuming responsibility for the customer service function, implemented procedures to improve visibility and response for RMAs as well as setting up a filing system to track RMAs. Wrote procedures and member of team working with Quality on initial ISO procedure certification.

Responsible for the supervision of twenty employees that perform warehousing and shipment of Finished Goods to customers worldwide using either ground, air or sea transportation. Using automated inventory systems improved inventory accuracy and shipments to 99 percent thereby eliminating annual physical inventories.

Section Leader and Platoon Leader 227 Avn Bn, S-1 Avn Bde 1st Cav Div, Instructor Pilot and Flight Commander Ft Rucker