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Mr. Lemma was responsible for delivering IT transformation for customers leveraging ARDX CMMI-SVC Level 5 processes. He managed services included human-centered content management design, cybersecurity support services, security and risk assessment and reporting, cloud architecture, cloud deployments, infrastructure sustainment, implementation and compliance activities. ARDX helps its customer's innovate through idea invention, proof of concept prototypes, go-to-market support, business case planning and project inception.

Analyzing enterprise IT solution performance, providing capture and proposal expertise, and performing solution go-to market assessments. Department of Education. Conducting CIO assessment in support of Next Generation initiatives. Responsible for leading day to day tasks for a Department of Education CIO Assessment. This CIO assessment includes the following role includes the following responsibilities.• Strategic as-is assessment of current state CIO operations to include Project and Portfolio Management, Enterprise Architecture, Infrastructure and Operations, Applications Development, Quality and Change Management and IT and Risk Management.• Analyze Federal Student Aid strategic priorities and determine impact on current operations.• Simulated ITIL process areas to map current operations, analyze gaps, determine fit and areas for improvement.• Benchmark commercial and Federal CIO service management organizations to determine best practices and adaptable process improvements.• Regularly engage with CIO leadership, department leads, conduct as-is interviews and regularly present findings.

Responsible for creating defense strategy, capture process, proposal response, creating key accounts, and growth in the form of top level growth. Unique skills required to execute this position include 16 years DoD experience, critical chain project management of large defense programs, in-depth technical knowledge across the industry.1) Rapidly built $100M revenue pipeline 2) Added 6 new clients in first 6 months3) Captured more than $30M in revenue4) Established formal capture and proposal processes for DoD vertical 5) Spoke on cloud security at Energy Summit 2018 6) Member of AFCEA, sponsored AFCEA Navy and Air Force events.

Chief Information Officer responsibilities include;1) Implement industry leading cyber security posture.- Designed, developed, implemented and trainined staff on enterprise ISMS. Required the implementation of 114 ISO compliant security controls. Implemented the complete ISMS which was independently certified ISO 27001 in 9 months. - Implemented best in industry solution to protect against spam, viruses, malware, emerging threats and safeguard employee communication reducing risk with targeted threat protection, data leak prevention, spoofing and PII protection.- Implemented best in industry SIEM to provide real-time visibility to the entire IT infrastructure for threat detection and prioritization, enable more effective threat management while producing detailed data access and user activity reports.2) Meet strategic vision through Agile delivery of product features.- Oversaw high bandwidth agile delivery of more than 500 change requests fielded and closed more than 700 operations tickets in 2016- Continuously improved centrally hosted SAAS solution with thousands of interfaces and close to 2TB in total data with zero downtime.3) Improving baseline product, processes and infrastructure to enable next generation product performance.- Implemented formal Scrum processes with monthly release cadence, CCB process, Lessons Learned/Retrospectives .- Implemented secure dedicated channel firewalls, continuously upgraded solution hardware and software. - Oversaw performance of cloud hosting provider including orchestration of scheduled downtime, performance and growth analysis.

Responsibilities included profit and loss division management of a healthcare project portfolio with over $60M in annual revenue. Projects and customers include Defense Health Agency (DHA), the Department of Veterans Affairs (VA), commercial Intensive Care Unit (ICU), Military Treatment Facilities, and Air Force Health and Environmental Program Office. Full P&L responsibility including growth, execution, customer engagement, and corporate advancement. Led implementation planning for large $10B COTS EHR acquisition, led Sample Tasks Technical Volume and Pricing for $20B VA Next Gen opportunity, led large COTS capture effort as the bid Program Manager, led sample task development, pricing effort and orals effort for $690M opportunity and successfully captured $77M federal healthcare analytic program. Developed annual growth strategy, performance plans, performed pipeline management, and developed large COTS deployment plans.

Division Manager with 12% growth forecast for products and services including Department of Defense Chief Information Office (DoD-CIO) consulting support, Office of the Secretary of Defense (OSD-CIO), The Undersecretary of Defense for Acquisition, Technology and Logistics (AT&L), Naval Criminal Investigative Service (NCIS), Defense Logistics Agency (DLA), Naval Supply Systems Command (NAVSUP), Department of Navy Chief Information Office (DoN-CIO)consulting support, Joint Improvised Explosive Device Defeat Organization (JIEDDO) J6 IT Support, and Chief Naval Installation Command (CNIC) Base Relocation and Closure (BRAC) Support. Responsibilities include oversight of excellence in execution, capture management, proposal management, account planning, organizational change and implementation, development of white papers / competency briefs, human capital performance, pricing strategies resulting in a career Win Rate over 50%.Led the Division to successful ISO 9001 certification of division. Authored Basis of Estimates for DoD development efforts including Agile development effort for AT&L. Authored White Papers on Lean Service Delivery and LPTA Versus Best Value. Leading basis of estimate and driving technical strategies for a $400M Enterprise Service Delivery Management effort. Developed Strategic Plan for $1B in the areas of OSD, DLA and Military Defense Investigative Agencies (MDIA), which included SWOT Analysis, Market Penetration Study, Competency Alignment, Competency Brief and the development of a 5-year pipeline of over $2.9B.

Division Manager with $68M P&L responsibility for products and services including Department of Defense Chief Information Office (DoD-CIO) consulting support, Department of Navy Chief Information Office (DoN-CIO)consulting support, Joint Improvised Explosive Device Defeat Organization (JIEDDO) J6 IT Support, and Chief Naval Installation Command (CNIC) Base Relocation and Closure (BRAC) Support. Responsibilities include oversight of excellence in execution, capture management, proposal management, account planning, organizational change and implementation, development of white papers / competency briefs, human capital performance and strategic planning.Developed One Page Business Plan for current Fiscal Year and aligned DV01 Strategic plan to outline strategy for accomplishing 10% top line revenue growth and 7% PTP growth while achieving 94% DLR and 10 ROIC.Led capture and proposal effort for $40M NAVAIR IT Opportunity to provide the full software lifecycle support for over 50 NAVAIR systems. Lead capture on a $36M USTRANSCOM Portfolio Management Opportunity to expand CACI’s CIO Support Service approach to the USTRANSCOM customer.

Currently managing the Fleet Maintenance Systems Directorate which generates approximately $50 M in revenue annually. Projects include .NET Information Systems Development, CMMI L5 process improvement, functional analysis, Enterprise Architecture, IUID implementation ship and Navy infrastructure modeling, data center hosting, data center transition, and ship assessment support.

Mr. Lemma leads the Fleet Maintenance Systems directorate. This directorate encompasses a diverse customer base including United States Fleet Forces (USFF), the Regional Maintenance Centers (RMCs), the Supervisor of Shipbuilding Conversion and Repair (SUPSHIP), the Naval Shipyards, the NAVSEA Logistics Center (NSLC), and private ship repair facilities. Mr. Lemma’s directorate provides a wide breadth of service and product lines. Projects within the directorate include .NET custom software development, Enteprise Reporting, Human Capital effort, Java development effort, maintenance of legacy applications with various technologies, data center production operations and subject matter expert support. As the Program Manager for this directorate, he develops strategic account planning presentations, implements and tracks adherence to policies and procedures and builds a financial plan based on growth targets.Mr. Lemma participated in the development of a $150M winning proposal for CACI. Was a contributing author and assisted the development of strategy and the proposal for a critical proposal.Mr. Lemma provided thought leadership on the CMMI Level 5 implementation. This effort resulted in the successful independent assessment of his team’s processes at CMMI Level 5 for core software development projects. He is currently implementing CMMI for Services for data center operations. Mr. Lemma assisted in the initial configuration of the SharePoint web portal for the organization. Mr. Lemma successfully created the site, created the Agenda and Minutes library creating a CMMI compliant XML minutes template, created the organization action item log, enrolled organization users and created the Defect Taxonomy list that would allow for system developers to track defect injection points.

Mr. Lemma oversaw all aspects of the Navy Maintenance Database (NMD) and Validation, Screening and Brokering Projects (VSB). Mr. Lemma was responsible for 30 staff members with 6 subcontractor staff members. He successfully managed the customer relationship with the customer to ensure clear and concise project status and direction and provides program reviews to Senior Naval Leadership including briefs to Admirals. Mr. Lemma successfully managed the Lean Six Sigma effort for the NMD business requirements analysis. The results of the effort were a process map with over 600 business process steps translating into approximately 2000 business requirements. Mr. Lemma provides thought leadership for division level strategic initiatives by co-authoring 2 White Papers, Modernizing the Navy's Enterprise IT Environment: Leveraging the .NET Foundation Framework and Defining System Requirements Using Lean Six Sigma. Mr. Lemma served as lead for CMMI process areas Measurement and Analysis and Organization Metrics Coordinator. He successfully implemented a Division level measurement program by authoring a handbook and measurement matrix. This approach ensured that all measurement and analysis requirements were tied directly to the objectives of the business. Mr. Lemma was responsible for implementing the measurement program across the entire organization which generated approximately $20M in revenue. As Organization Metrics Coordinator he was responsible for building monthly metrics report that is the culmination of 64 measures and over 1200 data points. Responsibilities include collection, compilation, summarization and analysis of data and trends. He built the report for senior management and then tracked metrics and measures action items to completion. An independent external organization independently assessed the measurement and analysis program at CMMI Level 3.

Mr. Lemma is responsible for developing course curriculum, preparing course lectures, conduct lectures, develop exams, develop homework and group assignments, score exams and assignments and evaluate students. He has been evaluated each semester with very good reviews by both students and the head of the Management, Business and Economics department.

Mr. Lemma successfully managed the Regional Maintenance Center directorship which included 6 IT and consulting projects in 3 different physical locations, 4 project managers, 30 CACI staff members, 4 subcontractors with 12 subcontractor staff members. Responsibility included financial oversight and management for annual revenues totaling over $6M, subcontractor acquisition and contractual management, customer engagement and relationship management, execution and deliverable oversight, staff acquisition and integration, business development and proposal development. Mr. Lemma chaired SEPG committee and assisted with CMMI process improvement effort by leading 2 process areas and by implementing process improvement changes. The SEPG Chairperson Lead supports more than 6 development efforts on a 5 year $75M Navy contract. Mr. Lemma led CMMI Process Area Leads and oversaw the successful implementation of 12 process improvements. Mr. Lemma was instrumental in establishing a quarterly Lessons Learned summit.

Mr. Lemma successfully managed the 3 person AMS Financial Management team and tracked over 20 different projects at multiple government and AMS office sites generating over $39M annually. Mr. Lemma worked directly for the Norfolk office AMS Senior Vice President to manage NAVSEA account financial projections, pipeline opportunities, and provided regular financial analysis and support to AMS business and project managers. Provided daily briefings with VP, weekly financial presentations, weekly pipeline presentations, facilitation of Director, Project Manager and Principals during bi-weekly financial meetings and preparation and support for financial and business development briefings to Executive VP. He championed financial management processes by overseeing the management of financial projections by each project manager, pipeline updates, invoice generation and tracking, subcontract invoice generation and tracking, subcontractor labor rates management, integration of salary adjustments into financial management tools, and financial policy and process dissemination. Mr. Lemma spearheaded Project Financial Management reviews and improvement sessions, created a new process for analyzing changes in financial forecasts and gaps in the pipeline, and built a competency approach to aligning staff competencies with business development initiatives.

Mr. Lemma served as development Project Manager for a project generating $2.2M in revenue annually. Mr. Lemma managed all aspects of the NMD software development project, leading staff members during the initiation, planning, execution, controlling and close out phases of the project. Mr. Lemma aggressively managed requirements and scope, development, quality assurance, implementation and training for an application with a user base of 2,000 individuals located at 9 government sites and 19 private ship repair facilities. Mr. Lemma assured that releases were installed correctly and that versions of the central, web-based system were available to the mission critical user community in an efficient manner. Mr. Lemma was responsible for managing the incorporation of new technologies such as SSO, Web Services, and Oracle Portal as well as over $2M in business process improvements from 2004 - 2005.Mr. Lemma incorporated process improvement involving agile methodology to ensure that the team could provide more responsive upgrades to the application during business process reengineering efforts. Mr. Lemma was instrumental in growing the NMD user base and application footprint by authoring white papers, return on investment (ROI) analysis, business process reengineering, opportunity shaping and proposal development. Mr. Lemma successfully trained NMD users, provided live demonstrations and facilitated working groups.Mr. Lemma provided regular status report briefings to Navy Admirals and leadership team. Mr. Lemma was recognized as a valuable analytical resource and was requested by senior management to develop an analyst training curriculum and provide training to analysts across 2 divisions. Mr. Lemma exhibited the ability to manage a strategic customer at SUPSHIP 04Z. This relationship has yielded over $2M in revenue from 2006 through 2009.

Mr. Lemma successfully managed the analysis and design, quality assurance and security accreditation phase for the rewrite of the Field Automated Support System into Oracle Forms. Mr. Lemma scheduled regular meetings and reviewing work products with the customer to ascertain acceptance throughout the requirements gathering and design process. Mr. Lemma was able to obtain requirements sign off prior to development, something that other contractors had not accomplished successfully with this client in the past. Along with requirements and design documentation, he built the Software Development Test Plan, Test Scripts and implemented a defect tracking and defect correction process. Mr. Lemma verified that the application complied with the DOD Information Technology Security Certification and Accreditation Process (DITSCAP). This required thorough understanding the DoD security guidelines and policies, development of the full suite of DITSCAP documentation, negotiation with security personnel, and support during DITSCAP Validation testing.

Mr. Lemma participated in the support and facilitation of SUPSHIP Integrated Planning and Configuration Control Board (IPCCB) meetings. The IPCCB was formed to support corporate Navy objectives in a collaborative environment. Mr. Lemma was responsible for facilitating executive level requirements sessions, business process reengineering efforts, systems mapping, gap analysis and functional acceptance planning for 6 functional CCBs with over 50 at multiple government sites. He was able to successfully manage the SUPSHIP Enterprise and the documentation of business requirements for each of the 7 business process areas required to feed the Navy Enterprise Resource Planning effort.

Mr. Lemma performed analysis, design, and testing on the NMD project. He provided security analysis and the development of the full suite of security documentation and supported the Information Assurance team testing process. Also provided requirements gathering, analysis and design, development of access control test strategy and access control test scripts, and implementation for three SUPSHIP sites.Mr. Lemma performed lead analyst and testing responsibilities to help the Navy System Support Group (NSSG) implement the Business Objects COTS ad hoc reporting tool in the 4 public shipyards. Responsibilities included analysis, design, development, system administration, security analysis, and development of security documentation, configuration management, testing and release of the Business Objects solution. He also helped integrate the COTS software customization process with the Capability Maturity Model (CMM) Level 3 process implemented at NSSG primarily for custom software development. Mr. Lemma authored the security and certification documentation for one of the first COTS applications to be released for the shipyards. This effort led to the Business Objects achieving a Department of Defense Information Technology Security Certification and Accreditation Process (DITSCAP) in 2000. Mr. Lemma authored the DITSCAP documentation on the Technical Information Management (TIM) project. This was one of AMS's first web products successfully accredited in the shipyards.

Mr. Lemma performed the analysis and design for a complex database procedure and the development of test strategy and documentation to support testing.Mr. Lemma helped to author a business case analysis in 1999 to compare the Supervisor's Desk application to the Standard Labor Data Collection and Distribution Application (SLDCADA). The paper successfully articulated the business need for the functionality in Supervisor's Desk, resulting in the Navy decision to not implement the Department of Defense mandated system (SLDCADA) in the shipyards and to continue to use the Supervisor's Desk application. Mr. Lemma provided analysis, design, testing, and development services in support of the Cadet Command Information Management System product. His duties included requirements gathering and documentation process, the development and execution of test scripts, and the analysis, design, development, and testing of computer-based training courses.