Senior executive with statutory oversight and management responsibility for VA infrastructure and capital programs. VA is a 400,000-person organization with 171 medical center campuses, 1,269 outpatient clinics, 300 Vet Centers, 56 VBA Regional Offices, and 141 National Cemeteries. VA occupies 185 million square feet of facilities with a total plant replacement value exceeding $300 billion, with construction approaching $2 billion per year. CFM manages $18 billion in capital programs. CFM is a multi-disciplinary team of 500 professionals in architecture, engineering, facility planning, real estate, construction management, contracting and acquisition, human and financial resources, historic preservation, environmental and sustainability. CFM plans, designs, constructs, and leases facilities for the Veterans Health Administration, our nation’s largest integrated health care system, the Veterans Benefits Administration, and the National Cemetery Administration. Responsible for planning, design, and construction of construction projects greater than $20 million, and acquiring real property through the purchase of land and buildings, and long-term lease acquisitions. Oversees and manages sustainability, seismic corrections, physical security, historic preservation, and standards/criteria. Responsible for development and implementing VA infrastructure strategy. Supervises seven direct-report Senior Executive Service (SES) leaders. (https://www.cfm.va.gov/about/brennan.asp)Dr. Brennan is appointed by the Secretary of Veterans Affairs as delegated voting member on two, Presidentially appointed, independent federal agencies: • Advisory Council on Historic Preservation (ACHP) advising the President and Congress on national historic preservation policy. (2019 – present)• The U.S. Access Board promotes equality for people with disabilities through leadership in accessible design and the development of accessibility guidelines and standards. (2023 - present)

Appointed by the Surgeon General as the technical consultant, community of practice leader, and academic advisor responsible for all matters relating to the Health Facility Planning military career field. Provide technical architecture and engineering expertise and manage the Army's Health Facility Planning military career field to include assignments, education and training. Key Accomplishments:• Lead talent management program to professionally develop and manage education opportunities and utilization assignments to leader develop officers. • Supervise and advise three officers in doctoral programs at Clemson and John Hopkins, four officers in graduate school at Auburn, Virginia Tech, Penn State, and Texas A&M obtaining advanced degrees in Architecture, Engineering or Construction Management. • Program and supervise a health facility planner internship program and manage 5 interns.

Chief Executive Officer of a globally deployed multi-disciplinary team of 120 planners, architects, engineers, clinicians, and biomedical equipment specialists. Lead Army medical facility acquisition, capital investment and decommissioning programs and provide strategic direction to modernize Army Medicine's world-class environment of care through master planning and evidence-based design. Responsible for program analysis and evaluation utilizing market-based business cases for corporate decisions regarding recapitalization or lease-based facility solutions. The Army Surgeon General's principle executive for health facility technical advice and assistance to the Secretary of the Army and the Army Chief of Staff for matters regarding medical military construction; responsible for medical facility project coordination with the Department of Defense (DoD) and Congress.Key Accomplishments:• Reviewed structural and functional designs, construction change orders, and fielded on-site Health Facility Project Office teams at 78 project sites. Provided medical expertise and lead coordination and partnering efforts with U.S. Army Corps of Engineers (USACE), other federal agencies, local governments and private industry to deliver $9 Billion worth of facility capital investment at 48 Army bases around the world. • Activated operations at 57 new medical facilities including five mega-projects worth over $2 billion: $927 million Fort Hood Hospital, $475 million Fort Benning Hospital, $343 million Fort Riley Hospital, $196 million Fort Irwin Hospital, and $305 million U.S. Army Medical Research Institute of Chemical Defense

Facility Director for Army Medicine’s 78,000-person healthcare organization providing care to 3.95 million beneficiaries. Responsible for Strategic Facility Life Cycle Management and medical facility real property accountability for the Army Medical Department's 26 million square foot inventory of 8 medical centers, 14 hospitals, 10 health centers, 81 health clinics, 124 dental clinics, 96 veterinary clinics and 14 biomedical research activities valued at over $18 billion. Real property manager with centralized authority to approve facility use conversions, real property divestitures, and long-term lease requests. Establish and enforce corporate policy to standardize and enforce regulatory compliance, real property asset visibility and project management utilizing the Defense Medical Logistics Standard Support (DMLSS) system. Key Accomplishments: • Lead 23 Military Officers and 35 Department of Army Civilians employees responsible for a $400 million annual operations budget to plan, program, and execute investments for diverse operations and maintenance programs including: Sustainment, Restoration and Modernization; Initial Outfitting & Transition; Environmental; Army Fisher House (Non-Appropriated Fund); Energy; Sustainability and Facility Management Data Systems. • Prioritized and approved all enterprise operations and maintenance funded major repair and restoration construction projects over $300,000.• Managed acquisition of $4 billion worth of centrally funded operations and maintenance projects in order to maintain accreditations, certifications, and achieve military health system world-class facility requirements. • Implemented enterprise sustainability policy and programs resulting in 131 Practice Greenhealth awards best practices including: 2 Top-25 Environmental Excellence Awards, 11 Emerald Awards, 7 System for Change Awards, and 59 Partner for Change Awards.

Lead a $2.36 Billion capital investment program for US Army MEDCOM's medical research laboratories worldwide, and Atlantic Region healthcare facilities. Lead a multi-disciplinary military, civilian and contractor team of over 30 planners, architects, engineers, clinicians, and biomedical equipment specialists at 7 geographically dispersed Health Facility Project Offices. Serve as the Army Surgeon General's field representative and subject matter expert in coordination with leadership at the Office of the Secretary of Defense, U.S. Army Corps of Engineers, U.S. Army Medical Command, US Army Garrisons, and private industry.Key Accomplishments:• Lead the U.S. Army Health Facility Planning Agency's largest regional program office with 26 complex DoD Medical MILCON healthcare and medical research projects and installation utility infrastructure worth $1.6 Billion of design and construction. • Programed and managed acquisition of $760 Million initial outfitting and transition contracts coordinated and synchronized with multi-year budgets to equip and activate 26 new facilities.

Program Manager for the DoD 2005 Base Realignment and Closure (BRAC) medical MILCON projects in the National Capital Area (NCR). Coordinated a broad team of architects, engineers, clinicians, equipment planners, and construction experts to rapidly execute integrated design-bid-build acquisition of the $747 Million, 1.3 million square foot, Fort Belvoir Community Hospital, and the design-bid-build of the $13 Million BRAC Dental Clinic and $20 Million North Atlantic Region Medical Command Headquarters Key Accomplishments:• Acquisition planning and $1 Billion budget programming for design, construction, initial outfitting and transition. • Developed and co-lead 3-tiered project governance to facilitate stakeholder integration to rapidly collaborate, resolve conflict, and fast-track highly complex mega-project delivery.• Coordinated with DoD, USACE, Fort Belvoir, local government and private industry senior leaders for project-siting, permits, environmental approval and community support.• Championed integrated project delivery acquisition as best means to activate the hospital in under 5 years to meet the September 2011 statutory deadline, far outperforming DoD’s typical 7-year Design-Bid-Build hospital acquisition methodology

Senior health facility planner in the Iraq Theater of combat operations. Responsible for advising commanders and senior leadership on all aspects of medical facility design and construction; construction management of a new hospital project to support Marine Corps operations in western Iraq to include Fallujah, Ramadi, and other forward operating bases in Anbar Provence; program and development of a replacement project for the largest and busiest combat support hospital in Baghdad; provide consulting services to Iraqi Ministries of Defense and Health for construction and other improvements to Iraqi health care infrastructure. Duties require extensive travel throughout Iraq. Successfully integrated multi-service deployed engineering and construction capabilities (Army USACE, Air Force Red Horse, Navy Sea Bees, and Marine Wing Support Squadron) to plan, design, and execute infrastructure, utilities, and horizontal construction to support installation of contracted modular medical facilities to establish the Hospital at Al Asad, Iraq.

Responsible for management and execution of 9 major medical construction and renovation projects worth over $96 million at two of the nation’s premier medical institutions: Walter Reed Army Medical Center and Armed Forces Institute of Pathology. Assist hospital leadership in master planning initiatives to identify and plan for over $550 million of capital investment projects to modernize the hospital campus at Walter Reed. Conducts research, analysis, and coordination of medical construction staffing actions for senior Army leadership to brief to Department of Defense and members of Congress. Project officer for the $10 million Military Amputee Training Center (MATC). Successfully developed and built broad consensus support for 10 USC 2803 Emergency Construction justification to build the MATC as a transitional medical facility, despite DoD moratorium for construction on BRAC designated installations, in order to bridge critical wartime medical support at Walter Reed until new BRAC medical facilities were built elsewhere to support the closure of the Walter Reed Army Medical Center in 2011.

Senior corporate systems analyst and planner responsible for guiding project initiation, project scope and cost validation, programming and integrating major construction, renovation, environmental compliance projects with world-wide regional health plans (strategic, economic and master plans) in order to update the Army Medical Department’s approximately $2 billion construction program annually to the consolidated Department of Defense – Health Affairs (DoD-HA) initiated Future Year Defense Plan (FYDP). Successful program development and coordination with Department of Defense executives ensured approval of an executable, five-year $1.8 billion capital investment program, resulting in congressional funding authorization for fiscal year 2001 MILCON construction projects and program/design development of construction projects to be funded in the following years.

Led a team, consisting of two architects and a medical equipment-planning specialist, on mission to rapidly develop programs and concept designs for a 45,000 square foot hospital and two small medical clinics in Kosovo. Combining simple, short-term construction with a long-term, high-tech, pre-engineered facility set a precedent for a deployable U.S. Army hospital system. This concept enabled insertion of a durable, high-tech medical/surgical facility into a remote site where local construction skills and materials could not meet minimal hospital facility standards. The prefabricated portion accounts for 60% of the $13 million, 45,000 gross square foot facility. This portion is modular in nature and may be disassembled, renovated, and redeployed later making it a recoverable investment with a potential savings to the U.S. Government of between $5-6 million. Successful mission resulted in construction of both clinics and the hospital, providing the best emergency trauma facility in the war-torn region. The model became the standard for Operation Enduring Freedom/Operation Iraqi Freedom construction in both Afghanistan and Iraq.

Senior systems analyst, planner, project manager, and subject matter expert for over $500 million in annual health facility military construction (MILCON) projects, worldwide. Responsible for management of all congressionally funded MILCON health facility design and construction projects; implementing all planning, design, construction criteria, Joint Commission for Accreditation of Hospital Organizations (JCAHO) standards, federal and state life safety and building requirements. Act as corporate approval authority for all engineering change proposals between $2,000 and $100,000. Managed nine construction project offices, including an annual $10 million budget for project administration and construction related expenses for over 50 projects worldwide. Execution resulted in the successful completion of over $109 million of construction to include 11 new medical/dental clinics with 406,000 total square feet, 3 clinic addition/alteration renovation projects with 35,000 total square feet, and 3 major life-safety upgrades to over 1,500,000 SF of hospital/medical center space.

Responsible for the management of programming and design projects for Army health facility projects Europe-wide. Directly oversees the project development activities of major civilian architectural firms. Systems analyst, health care planner, project manager, and design and construction subject matter expert for the facility life cycle process of 206 Army medical facilities within the European region. Executes the strategic facilities planning and development required to support congressionally funded military construction (MILCON) and Department of the Army funded investments for all facility construction projects for Army medical facilities in Europe. Successfully executed concept designs and/or project management of over $21 million worth of projects for a total of 91,000 square feet, 90% of which was eventually constructed.