Serves as Senior Policy Advisor in Support of the Department of Defense Office of Small Business Programs.

Assistant Director, Office of Policy, Planning and Liaison (OPPL) managed staff and led interagency efforts to set, monitor and achieve small business procurement goals for Federal agencies; published rules and collaborated on Federal Acquisition Regulation changes to implement statutory requirements and provide procurement opportunities for small businesses; and ensured SBA IT system interfaces with SAM and FPDS-NG are working efficiently. Developed annual procurement scorecard methodology for 24 CFO agencies. Served as point of contact for GAO and OIG audits and reviews. Provided data analytics to support decision making and monitor agency procurement performance. Developed Small Business Subcontractor Past Performance Pilot to provide past performance assessments of Small Business subcontractors. Chaired Small Business Procurement Advisory Council to promote small business procurement awards through best practices, regulatory/policy/legislative changes, and promulgate small business performance objectives. Served as Acting Director, OPPL, from November 2017-June 2018 (detail below). Achieved Small Business Prime Contract Procurement goal for sixth consecutive year with small business awards exceeding $1B and creating 1M jobs. As SBA Representative to Category Management Leadership Counci, l promoted changes to include increased diversity and number of small business concerns and introduce key performance indicators for prime and subcontract awards to small business.

Detail as Acting Director from December 2017 until September 2018. Led both Office of Policy and Research and Office of Size Standards components. Published rules that implement statutory requirements to promote Small Business participation in federal procurement and establish small business size standards. Member of Civilian Agency Acquisition Council, Small Business Committee, Integrated Acquisition Environment Council, and Category Management Leadership Council. Establish, monitor and report on federal agency small business prime and subcontracting goals.

Led the establishment of the BEP Acquisition Branch within IRS introducing the third contract writing system used within IRS Procurement and hiring the initial staff. Proposed and implemented a plan for the transfer of responsibility of BEP IT acquisitions to IRS Procurement under a IRS/BEP Interagency Agreement. I managed the execution of approximately $90M in annual spend for IT and Telecommunication products and services in support of the operations of the BEP and contributed to the attainment of all Socio-Economic goals for the third year in a row. I manage a staff of 13, serving as First Line Supervisor for 5 procurement personnel and Second Line Supervisor for a staff of eight Contract Specialists. I serve as a Contracting Officer with Unlimited warrant, am current with Continuous Learning and am FAC-C Level III and DAWIA Level III certified in Contracting. Developed office budget, organizational structure and resource requirements for Branch. Develop acquisition strategies/plans and assign/review work of junior acquisition personnel. In establishing a new Branch with a contract writing system foreign to IRS Procurement, developed organizational metrics for internal control and management efficiency purposes. Developed effective interface with key stakeholders in IRS Procurement and maintained regular meeting schedule with BEP Program and functional customers. Successfully coordinated the transfer of contracts from BEP to IRS with Treasury Office of the Procurement Executive through the delegation of system administrator CPARS responsibilities to BEP. Exceeded the 80% goal for CPARS completions by achieving 100% completion rate in June 2014. Developed structure for coaching-mentoring relationships within the Branch as well as Buyer-Contracting Officer structure to interface more efficiently with BEP customers. Recognized by Senior IRS Leadership for successful migration of BEP acquisition mission to IRS procurement.

As Programs Branch Chief (GS-15 equivalent) in the IRS Office of Treasury Procurement Services (OTPS), I accepted an extremely challenging assignment where numerous pre-award actions were severely behind schedule with a staff that was largely new to the organization and had a history of performance and production problems. I was able to implement improvements in service quality, meaningful reporting and customer participation in improved acquisition outcomes with 867 awards totaling $125M. I effectively supervised a staff of 10 Contract Specialists (twice the span of control of any Branch in the Division) and managed the efforts of an additional 4 contractor personnel in support of the Treasury’s Departmental Offices, notably including the Office of Financial Stability. enabling effective management of the Troubled Asset Relief Program (TARP) portfolio and a 66% reduction in TARP investments by end of CY2012. My contracting support enabled TARP to recover more than $387 billion, or nearly 93 percent, of the $418 billion in TARP funds disbursed and helped realize a $23 billion positive return on TARP’s bank programs alone. I led Branch efforts that awarded $16.28M in Small Business awards (59% of Division total) and contributed to IRS Procurement’s successful achievement of all Small Business goals for the second consecutive year. My Branch produced 24 weekly “CRUSH THE GOAL” Award winners within OTPS for Small Business in the last 7 months of FY12. I also led Branch efforts that achieved $5.6M in negotiated savings (58% of Division total) and contributed to IRS Procurement’s successful achievement of negotiated savings goals. I contributed to improvement in the Division’s FPDS-NG accuracy rate through training and monitoring Branch efforts, reducing the error rate from January’s 3.7% rate to 2% in February and then sustaining a 0% error rate for the six subsequent months.

Served as Deputy Director, Acquisition Operations obligating approximately $2B annually to build, sustain, and improve our national capability to prepare for, protect against, respond to, recover from, and mitigate all hazards associated with presidentially declared disasters and in support of other federal agencies (e.g., US AID for Haiti earthquake response). Directly supervised 10 GS-1102-15 Branch Chiefs and 6 Management Support personnel within the Office of the Chief Procurement Officer (OCPO). Responsible for overall management of 30 members of the Disaster Assistance Employee (DAE) Acquisition Cadre deploying to disaster. Accomplishments included:- Served as Director, Acquisition Operations Division (SES position) from April 2011 to October 2011 representing Acquisition with Mission Support Bureau .- Developed coalition with Office of Chief Financial Officer to rapidly deobligate $1.6B over 18 months to replenish the Disaster Response Fund to sustain disaster response capability and prepare contracts for closeout. Achievements recognized by 2010 Annual DHS CFO Awards for Excellence (Comptroller Group Award) for Superior Mission Achievement (December 2010) and the FEMA Administrator’s Award for Excellence (October 2011) for contributions that sustained immediate need operational requirements and averted furloughs and curtailed operations. - Served as Chair, Contract Management Review Board, and as Source Selection Official to ensure the efficiency, effectiveness and integrity of procurement and acquisition plans, operations and results.- Reduced improper payment violations as identified in the Improper Payments Information Act to achieve the first ever successful audit of improper payments and DHS becoming IPIA compliant for the first time in the Department's history. FEMA OCFO was recognized by the DHS Chief Financial Officer as the most improved DHS component.

Managed and directed Military Personnel Center. Developed and implemented policies and programs to supplement/compliment Military Service military personnel policies and programs. Directed preparation/submission of the Center's annual operating budget. Served as consultant to senior DCMA executives and Commanders on military staffing/personnel assignment policies, patterns, and requirements. Advocated for military personnel to ensure they received consideration for training, education, and special assignments equivalent to that received by personnel assigned to the Military Services. Ensured DCMA received equitable treatment by Military Services for end-strength reductions and fill rates. Served as direct report to Chief of Staff for all military personnel matters. Directly supervised Deputy and Military Personnel Chief (E8) and managed staff of 11 personnel in support of military personnel requirements.

I led change within a dysfunctional organization by implementing an organizational vision that insured the Agency’s Mission Essential Task to support expeditionary contracting was better integrated with the National Military Strategy and corporate resources for an expanded mission in expeditionary Theater Wide Contract Administration. My vision helped achieve realistic readiness reporting to Chairman, Joint Chiefs of Staff with metrics and standards for Agency and produced the Agency's first ever Joint System Training Plan. I balanced my leadership role to promote continuous improvement with a managerial aptitude to provide continuity and promote innovative approaches. I demonstrated the importance of putting the customer’s needs foremost, maintaining a singular mission focus to improve support to customers and continuously foster optimism and resilience as a force multiplier. Led/contributed to complex highly sensitive studies (e.g., Combat Support Agency Review Team [CSART], OSD Task Force 5) and projects with broad boundaries requiring coalitions of intra-Agency elements (e.g., Finance, Budget, Human Resources, Legal, Operational Divisions and HQ elements (OC, AQ)) to provide critical contingency contracting capability for the change from Contractor Augmentation Program contract management to the broader Theater Wide Contract Administration mission. I led CSC personnel to support a tripling of the deployment workload through improved work methods and practices. I introduced improved business systems, such as the implementation of DTS, to improve funds management and payments to deployed personnel. I achieved realistic readiness reporting to the Chairman, Joint Chiefs of Staff, with metrics and standards, for Agency and produced Agency's first ever Joint System Training Plan. Provided written recommendations (e.g., Executive Summaries, CSART Responses) and oral presentations (e.g., Senior Leadership Team, PA Conference) up to flag level.

While employed by DCMA , served in a detail as Joint Staff Action Officer (Developmental Assignment on the Joint Staff, September 2006 through April 2007) earning the Chairman's coin, Joint Civilian Service Award and Joint Meritorious Unit Award while serving in the Pentagon (J5) with the Deputy Directorate for Global Strategic Partnerships, Stability Operations and Security Assistance Division. As a primary duty, I led Department and inter-Agency coalitions and directly supported efforts to Build Partnership Capacity (BPC) within DOD and to develop interagency coalitions to implement National Security Presidential Directive 44 (NSPD-44) across the whole of government. For NSPD-44, represented the Division on the Department of State Office of the Coordinator for Reconstruction and Stabilization (S/CRS) interagency working group to Conduct Stability, Security, Transition and Reconstruction (SSTR) Operations. I also led the BPC Branch on matters involving Irregular Warfare. Successfully served as Directorate lead for FY08 POM budget submission and reclamma justifying restoration of $500M in security assistance. Also received written "Thank You" notes from LTG Sattler, Director for Strategic Plans and Policy (J-5) and the DLAMP Program Office.

- Served in a detail as Joint Staff Action Officer (Developmental Assignment on the Joint Staff, September 2006 through April 2007). - Served a 9 month assignment as Administrative Contracting Officer (volunteer GS-1102-14 position, September 2005 through June 2006) deployed to Baghdad, Iraq, with an unlimited warrant for Contingency Contracting on the LOGCAP service contract in Support of CENTCOM (Operation Iraqi Freedom) and Joint Contracting Command Iraq/Afghanistan (JCCI/A).- As Chief, Program Support and Customer Relations Division, led a Team of Program Integrators to integrate Agency resources to assure program/contract health and mitigate risk; to tailor customer services ensuring customer satisfaction; to facilitate networking; and anticipate current and future customer requirements/outcomes. Responsibilities include workload acceptance, customer relations/satisfaction, and overarching Program Integration. Served as Performance Based Management (PBM) IPP Core Team Member and was recognized by the Director of Human Resources for contribution to successful initiative.

Served a 9 month assignment as Administrative Contracting Officer (volunteer GS-1102-14 position) deployed to Baghdad, Iraq, with an unlimited warrant for Contingency Contracting on the LOGCAP service contract in Support of CENTCOM (Operation Iraqi Freedom) and Joint Contracting Command Iraq/Afghanistan (JCCI/A), monitoring performance, issuing Administrative Change Letters and Letters of Technical Direction, and advising program office and PCO of performance. I was also responsible for establishing a Performance-Based Management system for the Contract Management Office as Executive Agent for DCMA Iraq. In this role I established a Performance-Based Management System and performance improvement metrics for the Command throughout Iraq. Initial efforts saved potential $1.8M annually. Other duties include developing Performance Based Individual Performance Plans (IPP) for all personnel, military and civilian, which I achieved 3 months ahead of schedule and which were acclaimed as benchmarks ("a home run") and shared throughout the agency as examples for others to emulate.

As Chief, Contract Supplier Operations, provided technical supervision, oversight and leadership for a multi-functional group of performance advocates. Led DCMAI efforts to assure effective and efficient implementation of DCMA operational policy for supplier processes, including Earned Value Management, Performance Management, Pre-Award Surveys, Risk Management, Enterprise Resource Planning, Knowledge Management, Material Readiness, and Civil-Military Integration. Served as change agent for emerging technologies and business practices and assure that changes translate into higher quality products and services. Supported information technology initiatives with functional and technical expertise. Participated in development and negotiation of performance planning, identify systemic process deficiencies and recommend solutions in support of performance plan goals. Served as Performance Advocate for Knowledge Management. Conducted a special project to create doctrine for our support for contingency operations through Contingency Contract Administration Services (CCAS). Reviewed CCAS operations in the field and reviewed policy, operating procedures, resource requirements, planning efforts, lessons learned, best practices, and related audits and reviews (e.g., US Army Audit Agency Report, GAO Reports). Served as the Agency point of contact to respond to a draft GAO report on support to the LOGCAP and AFCAP programs. Served on the Integrated Process Team to determine scope of involvement in Iraq in support of the U.S. Coalition Provisional Authority, Logistics Civil Augmentation Program (LOGCAP), and U.S. Army. Negotiate with multiple customers (HQ, District, Contract Management Office, Military Services, and other government organizations such as NASA, GAO, and OSD) as an integral aspect of this position. Participated in DCMA CCAS briefings and visited EUCOM Headquarters with the DCMA Liaison Officer (LNO) and HQ EUCOM officials.

Provided technical supervision of a broad range of functional specialists (engineering, quality assurance, production, transportation, safety) in support of Defense Department contracting activities overseas. Identified and resolved product and process quality assurance problems related to nuclear parts provided for the Navy Special Emphasis Program. Worked with multi-national or coalition organizations (NATO) and/or national Ministries of Defense (MOD) and briefing /writing for senior level (flag rank equivalent) officials (e.g., MG Malishenko to resolve Host Nation QA Annex support issues). Supported Director (Major General) in direct talks with higher level Ministry of Defense officials (preparing briefings, writing position papers) to resolve critical issues related to Host Nation Support agreement quality assurance services on aircraft engines for the Harrier jet. Provided briefings at Host Nation Conference for multi-national audiences including both US and foreign flag level officers and briefed a paper on Foreign Military Security Assistance. Worked with national Ministries of Defense (MOD) on a Foreign Military Assistance case to the Arab republic of Egypt where I personally worked with flag level officers, case management representatives, and the Office of Defense Cooperation attached to the US Embassy. Member of District's internal review program and the Agency's Internal Operations Assessment team to provide compliance and improvement audits of field operations. As Senior QA advisor to Commander and field personnel provided contract administration services in 23 countries and in contingency operations. Participated in meetings/international conferences at Flag Officer level with DoD, NATO and foreign government personnel. Prepared or presented position papers, correspondence, briefings, and reports up to the Flag Officer and/or OUSD level. Led and technically supervised a multi-functional team in support of the initial US Army black beret acquisition.

Served as senior Contract Specialist and program manager for marketing Contract Administration Services to non-DoD civilian agencies through briefings, correspondence, and trade shows. This initiative implemented an Office of Federal Procurement Policy recommendation and was honored with a National Performance Review Hammer Award. I marketed contract management services to DOD and federal agencies (e.g., NASA, DOT, USCG). Conducted market research and developed/deployed marketing strategy. Tracked extent of reimbursable activity for management reviews and budget. I also successfully managed the DCMC Speakers Bureau and made presentations at the senior acquisition and Flag Officer level. Positive feedback was received from the course director of the CON 301 course, both for my personal presentations and for the increased professionalism of the other speakers I coached and prepared. Served as member of the DoD Washington Headquarters Services Clearance Appeals Board. Achieved a Certificate in Contract Management (1996, Florida Institute of Technology). Awards: OSD Award for Excellence, Sustained Superior Performance Award (2), National Performance Review Hammer Award; Professional associations: American Society for Quality, National Contract Managers Association, Toastmasters International.

Served as agency's principal focal point for planning, organizing and assessing contract administration quality assurance services in support of special programs requiring TS/SCI clearances. Conducted reviews, prepared reports of findings, evaluated effectiveness of corrective actions. Represent the agency on interagency/Service committees and working groups. Perform highly visible projects and special assignments in support of senior DLA/DCMC officials. Served as COR and COTR. Managed ADP, served as TASO and STU-III custodian, served as Member, DHS Clearance Appeals Board. Qualified as ISO 9000 lead auditor (1996). Awards: OSD Certificate of Appreciation, Special Act Award (3), Sustained Superior Performance Award, PMRS Performance Award, DoD Meritorious Unit Award.

As a senior staff specialist, I developed plans and policy for mid- to long range QA program plans for DLA contract administration offices, supply centers and depots and also in support of Defense National Stockpile, NATO, and foreign governments. Developed and fielded the "In-plant Quality Assurance Evaluation for Supervisor" seminar. Conducted data collection and in-depth analysis to improve operational effectiveness and customer support. Designed and fielded an Enable data base to record nonconformances, generate deficiency reports, and conduct trend analysis. Initiated first joint QA conference of DLA QA with Industry. Awards: Sustained Superior Performance Award, DoD Meritorious Unit Award, On-the-Spot (4).

As a senior staff specialist in Plans and Programs served as Region authority for policy implementation. Promulgated Headquarters policy and developed local implementation guidance. Evaluated operational data and planned/conducted management reviews of subordinate activities. Participated in special investigations (Hot line, fraud, congressional inquiries). Managed the QA Intern Program and supervised 38 interns. Served on Contract Management Board of Review. Managed highly complex QA programs for DoD and civilian customers. Served as member of DCASR Philadelphia Speakers Bureau. Awards: Suggestion Award (3), Value Engineering Award (1), Management Improvement Proposal Award (1).

Managed the DLA Clothing and Textile Quality Audit Program, providing technical and program supervision to 15 auditors. Frequently served as Branch Chief. Conducted special investigations/reviews, prepared budgets/training plans, negotiated Intra-Service Support Agreements. Streamlined and improved program effectiveness through development of PC based automation and reporting. Served as member of the contracting team at a buying activity. Served as the Procuring Contracting Officer's technical representative at a Supply Center Headquarters providing pre- and post-award support for the procurement and material management mission for DoD and foreign governments. Awards: Suggestion Award (2).