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● Established compliant solution for Earned Value Management System (EVMS) for Ground-based Midcourse Defense (GMD) program with a budget >$400M● Led turnaround from customer suspended payments for a poor Integrated Baseline Review (IBR) in November 2019 to successful DCMA EVMS Certification in July 2021 and subsequent CAR closure● Implemented Deltek Cobra and Acumen into business processes to improve capabilities and efficiency● Led business through Defense Contract Management Agency (DCMA) EVMS process resulting in certification● Architected SQL reporting that leverages the schedule (Primavera P6) and ERP (IFS) to provide real time weekly reporting for over 40 projects over 4 business areas ● Led the development effort of schedules for all projects in business which produced labor and financial forecasting for each project, department and business as a whole● Reduced project controls department staff size by 50% due to streamlined processes while providing operational efficiencies in program management, production management, and finance. ● Led the effort to incorporate schedule into Bid and Proposal (B&P) process to improve sales turnover ● Trained organization on EV procedures and devised processes for continuous improvement

- Monitored and managed the divisional Earned Value Management System (EVMS) with annual revenue >300M- Demonstrated adherence to American National Standards Institute and Electronic Industries Association (ANSI/EIA-748) Guidelines and maintained divisional EV system description - Served as EVM focal point for interfacing internally, with customers and DCMA - Reported directly to Vice President of Finance on monthly Estimate at Completion (EACs) across all programs in divisionOn-boarded and mentored new-hires, existing reports, Program Managers and Control Account Managers on divisional EVMS processes and procedures- Contributed to 2 of the 4 global strengths of the organization in last 3 Capability Maturity Model Integration (CMMI) Appraisals through Divisional EVMS practices- Achieved Continuous Improvement Lead for Finance and led top two cost savings initiatives at division- Evolved the Bid and Proposal (B&P) process by incorporating resource loaded schedules that integrated with pricing software (Propricer) to reduce costs and improve proposal submission qualityIncreased divisional revenue from approximately 64% from $220M to $360M in a 5 year timeframe through the development of a New Bid and Proposal (B&P) process instituted in 2015

- Facilitated entire program management life cycle from initiation through closeout on all contracts simultaneously- Tracked and documented planning and baseline efforts in accordance with ANSI/EIA-748 Guidelines- Created, maintained, and tracked status in Integrated Master Schedules (IMS) for all programs- Coordinated logic-driven interdependencies to drive schedules, analyze critical paths, and determine efficient workflows- Prepared internal monthly program review presentations for division executive staff

- Implemented integrated system using direct imports from Microsoft Project (MSP) into Micro-Frame - - Program Manager (MPM) to defense contracting companies (Raytheon & L3 Technologies)- Performed as Scheduler on projects related to (Guided Missile Destroyer) DDG-1000 contract (Raytheon)- Developed guidelines documented in Program Management and Support Division (PMSD/PIG) which provides basis of L3 Technologies Communication Systems East (CSE) EVMS- Trained Program Control Department on tools and procedures of Program Management Support Division (PMSD) and PIG

- Coached clients in resolving soil and groundwater contamination issues, report preparation and review, project contracting/budgeting, and supervision of subcontractors- Prepared Environmental Site Assessments including American Society for Testing and Materials (ASTM) Screens, Phase I & II, and (Response Action Outcomes) RAOs