Vice President for DMI’s Civilian Sector, including Federal and State and Local clients, responsible for overseeing all aspects of the company's contracting, delivery and account planning activities within the vertical. Mr. Bugbee plays a crucial role in driving revenue growth and margin across the Civilian sector. He is responsible for P&L for the Civilian vertical with over $55mil in annual revenue and a portfolio of contracts over $200mil. Clients within his portfolio includes, but not limited to, the Dept. of Labor, Office of Personnel Management, Dept. of Housing and Urban Development, USDA, NSF, FTC. Other responsibilities include, but are not limited to:• Strategic Account Planning: Developing and implementing a comprehensive strategy for winning federal contracts, identifying target agencies and opportunities with high-value and high probability of winning.• Team leadership: Building and leading a team of highly skilled professionals, including Account Executives, Program Managers, Project Managers and contract resources, providing mentorship and career development opportunities.• Relationship building: Establishing and maintaining strong relationships with government contracting officers, program managers, and other key stakeholders.• Risk management: Identifying, assessing, and mitigating risks associated with teams, clients and contracts, such as schedule delays, performance issues, and contract disputes.• Expanding existing client relationships: Growing revenue through contract renewals, cross-selling additional services, and exceeding client expectations.

Account Executive who oversaw the Peraton HUD Portfolio. This included oversight of the team providing the Data Center Operations, the assets utilized to provide the services for the Data Center, Help Desk and Wireless team support and Asset procurement. Mr. Bugbee oversaw total contract values of over $300mil and roughly $75mil annually. His responsibilities also included P&L, hiring, and client management. Other responsibilities include:- Led over 200 team members across the HUD program- Oversaw 4 active contracts that include resources performing operations and maintenance, help desk support and wireless support, application operations and maintenance and assets utilized by the client to run the data center. - Responsible for all business aspects of the Housing Program to include resource leveling for a time and materials contract, revenue, financial forecasting and P&L. - Responsible for contract oversight as the main client point of contact for the contracts.

Perspecta was acquired by Peraton in May of 2021. Job description remained the same.

Senior Director • Organized, directed, and coordinated all contract programmatic activities for a $20mil Indefinite Delivery Indefinite Quantity (IDIQ) contract.• Coordinated resources needs of the program with internal staff.• Worked with product teams, stakeholders, and management to improve performance and outcomes.• Served as the primary point of contact to the client(s) regarding overall and day-to-day service delivery.• Made certain that implementations and ongoing services are delivered on time, on budget, meet the customer's requirements and are delivered with the highest degree of quality.• Ensured that the highest quality of resources is placed on the contract in support of the customer. Assisted in the development of resource estimations.Client: Federal Student Aid (FSA) Role: Program Management Office (PMO) Lead • Provided strategic and programmatic support and guidance to FSA and Next Gen Leadership, including the COO, CSTO, Next Gen Lead, Business Unit Objectives and Project Managers, in the areas of program and project management, governance, process improvement and performance• Leading a team that created and instituted Strategic and Governance Frameworks for the Next Gen FSA Transformation Initiative. • Identified twenty-two processes in which the PMO will deliver support services, oversight and reporting to the Next Gen initiative through the creation of SIPOC diagrams (a visual tool used for documenting business processes) and a production schedule for outputs identified.• Led the creation of weekly status dashboards used to report on project health and delivered to the Chief Strategy and Transformation Officer and Next Gen leadership. • Oversaw thirteen PMO team members that consist of master schedulers, risk managers, visualization specialists, project managers, budget/finance analysts, IT subject matter experts, communications managers and process managers.

Mr. Bugbee is a certified Project Management Professional (PMP) that provides program and project management expertise while ensuring a high level of quality, professionalism and integrity. He has proven experience implementing program and project management frameworks, IT governance models and performance management strategies. Mr. Bugbee is a multitalented leader that clients, team members and employees recognize for his strong experience managing teams in a matrix environment and has extensive experience supporting to all levels of an organization.

Client: Department of Housing and Urban Development (HUD)Office of the Chief Information Officer August 2016 – Present• Support an Identity and Access Management application development project acting as a Project and Process Management Subject Matter Expert• Acts as the liaison to the client for all Project Planning and Management life-cycle issues• Provides high level feedback on documentation pertaining to current state and future state process documentation on a project for an Identity and Access Management system• Collaborates with Management and integrated project teams to identify and capture requirements for the Identity and Access Management System; identify, track and mitigate risks associated with the system; and, as the main point of contact for User Acceptance Testing, track and resolve any issues the business owners may have while testing.• Created a dashboard to track the projects health during User Acceptance Testing (UAT), as well as created an Issues Log for Initial Testing, Internal Testing and UAT.Client: Department of Transportation (DOT), Office of the Secretary of Transportation (OST) July 2015 – September 2015• Assisted the Portfolio Management team within DoT’s Office of the Chief Information Officer (OCIO).• Created an IT Budget Plan for DOT that was be delivered to the Office of Management and Budget along with the Department’s non-IT Budget Books that detailed current investment spending needs. • Led a team to submit the IT Portfolio Summaries and Major Businesses cases while being short staffed. • Reviewed the Departments various policies regarding IT Governance, FITARA and Project Planning and Management.

Client: Food and Drug Administration (FDA), Office of the Chief Operations Officer October 2014 – May 2015• Project and Performance Management subject matter expert. • Provided program and project management support to a number of projects within the Office of the Chief Operating Officer (OCOO).• Created a Performance Measurement Strategy for OCOO that included a number of Enterprise-wide measures to improve upon knowledge sharing and role clarity, as well as worked with the twelve offices within OCOO to refine, remove or create performance measures that will be reported on a monthly basis. • Utilized a Balanced Scorecard Methodology approach to the Performance Measurement Initiative, focusing on identifying “Value” Measures rather than “Volume” Measures.• Improved upon the monthly reporting of OCOO projects and performance measures by creating various dashboards and data visualizations for Executive Leadership.• Updated the monthly reporting data collection spreadsheet to improve the process in which OCOO offices report, and OO gathers and disseminates the information collected.

Client: Department of Housing and Urban Development, Office of the CIO Aug 2010 – September 2014• Was put in a lead role, as a subcontractor, at the request of the Deputy CIO to oversee a team providing project management support services to HUD’s 7 major IT Transformation Initiatives and 10 Enterprise Service projects.• Provided project management support that included training and support for HUD’s Project Management Framework, project artifact creation and updating, reporting on project health to OCIO leadership, and meeting facilitation• Trained and assisted HUD project management in the creation and maintenance of project artifacts for the PPM which included work request forms, project charters, integrated project team charters, project schedules. Also assisted the project teams in tracking risks, as well as compiling action items.• Created a dashboard used for tracking progress on the priority projects and used to present status to the CIO, as well as the Secretary of HUD. • Worked with OCIO to successfully create the Technical Review sub-Committee (TRC), a governing body consisting leadership within HUD OCIO that review projects and conduct phase gate reviews, assessing the documentation created for the projects and assuring that the projects are delivering in scope. • Assisted the Deputy CIO with the 2010 and 2011 Expenditure Plan to OMB and Congress, which detailed out the projects, the new functionality they were bringing to HUD, and reported the progress of the priority projects after the first year of efforts.• Supported the team that created an integrated sequencing plan for HUD OCIO’s five year plan initiative. This plan detailed out all projects, systems and services within HUD’s infrastructure, identifying key milestones and dependencies, as well as migration and retirement systems.• Worked with the Assistant Secretary of Policy Development & Research to create reporting documentation that was utilized by Senior Staff.

Mr. Bugbee provided expert consulting services to IMLS within the Office of the Chief Information Officer (OCIO). Tasked with performing a Current State Assessment and Gap Analysis on OCIO policies and procedures in the areas of project management, IT Governance, on-going reoccurring activities and organizational utilization.He assisted the Director of ODIS with identification of workforce needs, as well as Information Technology planning that will make day to day activities within OCIO and various offices more efficient.

Client: Fannie Mae Nov 2006 - Mar 2007• Worked on documentation of processes for many of the different areas within Fannie Mae in preparation for The Office of Federal Housing Enterprise Oversite’s (OFHEO) review of its business processes.• Conducted interviews and follow-up sessions with the Subject Matter Experts within each business unit to document the flows and produce narratives, identified risks and provided feedback to develop best practices.Client: The College Board Apr 2006 - Oct 2006• Acted as a primary liaison between the Publications Group and other Operational Areas within the company. A primary task was to perform follow up and ensure that the proper sign-off on each publication was made on time to meet the strict deadlines. • Assisted with the implementation of a Continuous Improvement Team that brought all aspects of the Operations group together to prioritize needs and identify gaps in processes, focusing on major areas which could be accomplished quickly and which were long term.• Worked directly with the upper management of the client to gather documentation, conduct interviews and develop a rating system for a Vendor Quality Review.

Client: HealthSouth Aug 2005 – Apr 2006• Responsible for creating account reconciliation templates to be used by the client for the 2005 reconciliation process. By making the reconciliation templates uniform for all Business Units the process will run more productively and efficiently in the future.• Assisted in implementing and compiling weekly status reports from the staff on client interactions, issues, and performance. • Worked with the client who was head of the Corporate Accounting Division to ensure the reconciliation process met deadlines and that all appropriate steps were being made to reach every deadline and milestone. Met on a daily basis with the lead to track progress and to follow up on all issues that may have arisen.• Worked with Senior Management to offer suggestions for better practices that could be used and implemented in the future that would make the reconciliation process, as well as a number of day to day activities, run smoothly.Senior Consultant (Aug 2003 - Aug 2005)Client: Department of the Interior, Office of Historical Trust Accounting Aug 2003 – Aug 2005• Led Special Deposit Account Distribution Project, which included directing 7 staff in account statement analysis; collecting and reviewing of supporting documents; ownership research; preparation of Recommended Action Forms, and assisted in distribution of over $6 million back to the Native Americans.• Coordinated travel to Bureaus of Indian Affairs to perform financial document search, as well as realty and ownership document search. • Worked closely with the client Senior Project Inspector and assisted in the planning of activities, resolution of problems that may occur, coordinating travel for another client contractor for visits to numerous Indian agencies.• Performed review of staff reconciliation work performed in the Account Reconciliation Tool and documented in working papers during the first phase of the Litigation Support Accounting Project.

Manager, Mutual Fund Company.

Sr. Fund Accountant, Mutual Fund Accounting.