03/2019 – Present SAIC (Under Contract To: USDA / Farm Production and Conservation (FPAC)05/2016 – 03/2019 Clarus Group (Under Contract To: USDA / Farm Production and Conservation (FPAC)Business Analyst / Business Architect / Business Process ManagementResponsibilities include:• Responsible for development and implementation of best practices and disciplines associated with Business Architecture and value driven design• Recognize, document and assess business capabilities across USDA agencies toward generation of investment recommendations• Engage with USDA Investment Managers in financial oversight of multi-million dollar USDA investments based on OMB financial regulations and mandates• Create and manage required documentation and submission process for all Application Approval Requests (AARs) within the AgMAX application in support of financial spend on multi-million dollar investments covering four separate USDA agencies: FPAC Business Center (FBC), Farm Service Agency (FSA), Natural Resources Conservation Service (NRCS), and Risk Management Agency (RMA)• Ensure documentation required for each investment is updated, recorded and implemented in alignment with USDA and OMB specifications• Create process flow diagrams in support of the recommended budgetary improvements for both single and three year USDA budget life cycles• Engage newly formed USDA/FSA Regional Service Office (RSO) resources to develop new processes in support of RSO personnel distributed across a 10 state region. Act as overall project manager while creating process flow diagrams as part of the RSO process improvement and development effort• Demonstrate critical thinking and thought leadership to team members across the organization• Provide project management and analysis of related business requirements in support of automated Service Management application to be used by 2,000 RSO-aligned field level personnel

Perform Business Process Management and Business Analyst functions across the enterprise. Responsibilities include:- Conduct interviews to gather and develop an overall understanding of the Current State processes and activities- Generate all Current and Future State process models and workflows utilizing BPMN 2.0 specifications - Facilitate group sessions encompassing both large and small resource groups and at all management and resource levels toward identification of activities within a given process- Perform analysis of Current State processes to identify gaps, overlaps, redundancies, and inefficient steps or activities within a given process- Guide Business Unit resources in creation of Future State processes, incorporating best practices based on Lean Six Sigma methodologies- Introduce automation of manual processes when applicable, based on cost / benefit analysis- Gather and generate requirements from Business Unit resources on specific project as needed- Build and maintain on-going dialogue and positive relationships with Business Unit resources at all management and resource levels

Facilitate on-site interviews with departmental resources toward identification of current "AS IS" processes, including triggers, handoffs, rules and requirementsUtilize process modeling software to develop process flow diagrams based on Business Process Model & Notation (BPMN) 2.0 industry standardConduct process analysis to identify gaps and redundancies toward introduction of best practices and opportunities for process improvement in "TO BE" process redesignWork directly with departmental resources to implement redesigned processesPresent on-going project status updates and ensuing project results to executive and department level stakeholders throughout the life of the projectManage numerous BPM projects across all major departments in the bank, including Commercial, Retail, Trust, Operations, Information Technology and BankcardPartner directly with internal development teams toward implementation of process automation when determined applicable based upon cost benefit analysis

Owned primary responsibility for on-going maintenance and executive-level reporting of Network Services Division priority list, encompassing over 400 projects, updated and re-prioritized weeklyCo-developed prioritization scoring model for Network Services-sponsored projects, resulting in ability to score and prioritize projects in alignment with corporate performance objectivesAchieved 99% compliance (improved from 81%) from Network Service providers within four month timeframe by driving improvements in estimation reporting levelsStandardized methods and procedures documentation and conducted training and process orientation for newly designed processes, achieving greater efficiencies and consistencies across Network Services cross-functional teams

Training & Consulting Division Developed and delivered promotional and marketing programs targeting prospective automotive dealership owner principals toward engagement of NCM consulting relationshipActed as primary contact for Training and Consulting Division to automotive dealer principals covering eight regions across 48 contiguous states, culminating in over 150 new contacts with potential annual revenue stream of $2.7 millionIncreased client closings and associated revenue stream through overseeing on-going performance, communications, contact schedule and status reporting of 10 regional consultants

Developed and maintained on-going project prioritization list for executive level Project Authorization Committee. Generated executive level status reports required for increased precision of budgetary forecasting. Co-developed and maintained on-going six quarter timeline of current and planned ITS projectsActed as ITS representative to Logistics Sales & Distribution business unit, maintaining overall customer relationship and identifying business requirements and cost estimates relevant to developing concepts into fully implemented projects. Worked extensively with Account Management teams and business units to design and implement process improvements while eliminating excessive costs within project parametersAchieved greater nationwide market presence and increased unit sales via participation on deployment teams launching new Sprint PCS retail storesCollaborated on long Distance Billing Integration project, converting 10,000+ frame relay customers to new billing system

MIS corporate liaison between CIO and four Divisional Executive Vice Presidents encompassing Retail, Finance, Commercial Lending and Correspondent Banking DivisionsOwned primary responsibility for obtaining business requirements for projects initiated from within each Division. Led communications, initiation and maintenance of vendor contact, generation of RFPs, coordination of vendor product demonstrations, and generation and presentation of final proposals to Executive Steering Committee towards final project approval decisions Co-designed and implemented $3.5 million teller and platform system, encompassing over 70 branches and 700 workstations across five states. Member of four person team responsible for generation of all user requirements. Worked exclusively with 3rd party vendor towards development of both systems simultaneously. Created full system documentation and all training manuals, developed training schedule for all associates across both systems, coordinated system roll out and installation, and provided post-implementation help desk support1 of 2