SMX® (formerly Smartronix), a global leader in delivering secure enterprise cloud services, is honored to be included in the Gartner® Magic QuadrantTM for the sixth year in a row. SMX delivers on the promise of cloud with a focus on accelerating transformation—securely, efficiently, and effectively. We share the strategies, shortcuts and potential pitfalls to avoid, along with where, when and how to enable the right technologies for optimal performance. Our managed services, which maintain FedRAMP authorization, provide security, speed and flexibility. Our deep partnerships with the world’s foremost Cloud Solutions Providers (CSPs)—Amazon Web Services, Microsoft Azure, and Google Cloud—means SMX can define, develop, and deliver solutions that can transform your business and take you further.Execution of IMITSS program as prime contractor in accordance with costs, risks, schedules, and scope• Increased CPARS ratings in two categories • Manage risks, opportunities, and technical solutions in support of client success• Produce programmatic reports and CDRL deliverables for management and Navy • Support proposal development and capture efforts for growth opportunities• Deliver procurement requests through all stages

5 Whys is committed to delivering collaborated Lean processes that greatly enhance the client experience. Deep experience in crafting strategies and proposals towards more efficient business operations and applying that efficiency to scale operations. Then implementing the strategy through creation of project plans, schedules, and the management of risk and performance to successful deployment of goals. Expertise in identification, tracking and mitigation of risks and managing change to existing workforce.➢ Skilled in proposing digital transformation solutions to infrastructure problems➢ Identifying waste in processes & leading teams to delivery efficiency➢ Strong collaborator between stakeholders, especially between clients and IT➢ Strong data analysis, including measures of effectiveness utilizing Six Sigma and Lean tools➢ Proactive project management & mitigation of multiple risks and jeopardies➢ Mentor, coach & effective communicator to diverse audiences Clients: Trexin Consulting, with Health Care Science Corp (HCSC) account and The Joshua-Mission (non profit) - International medical missions to Jamaica providing health exams and prescribing medication to Jamaica people. Three deployments of medical volunteers and medical supplies have served over 1200 Jamaicans.

Increased data quality by 20%, (through reduced data errors) by evangelizing a mission of stable data architecture and leading the implementation of the business process changes. The scope included all of the project development work requested from the client AT&T, into Amdocs’ technology development. Simultaneously tracked and managed all ongoing changes of ~400 projects annually throughout the software development lifecycle. Led a critical enterprise automation project from initiation to deployment. Chaired Release Change Control Board representing over 600 applications in accepting projects into several concurrent releases while managing all release change requests. Release process SME; brought Lean processes into work intake team and coordinated release transition of Agile projects into Waterfall releases. Release managed triennial and monthly release packaging and deployments. Accomplished a very high quality deployment of ~100 projects, representing over 1.4M development & test hours with zero impacting defects. Achieved results by mitigating risks and escalation of issues to accountable decision makers and strong communication with senior leadership, stakeholders, program managers and project managers.

• Identified and implemented cost savings of $385K annually (equivalent to 4,762 hours of annual employee effort) within AT&T’s technology work process. Achieved savings by leveraging Lean and Six Sigma frameworks with cross-functional leadership collaboration between technology work streams and business stakeholders. • Leveraged my strong analytic assessment of impacting change to business and technology processes representing 1K+ software applications into a common deployment schedule with 7K+ AT&T software applications. This successful strategy increased AT&T’s Retail Billing testing environment utilization from 65% to 100%.• Applying LEAN process analysis to a AT&T technology employee workflow process reduced labor requirements by 33%• Collaborated on the design, and led implementation of a consolidated dashboard view of metrics measuring the quality of the AT&T technology releases. Communicated with senior management through quarterly presentations encompassing all aspects of the quality and productivity metrics of technology deployments. • Co-led Best Practice program presentations across AT&T’s Mobile, Web and Billing technology departments. Based on audience feedback, the sessions helped to increase quality, productivity and build open and candid relationships. • Led the digital transformation of two business process automation projects for 2K+ AT&T technology employees.• Accomplished a very high quality deployment of ~100 projects, representing over 1.4M development & test hours. Achieved results by mitigating risks and escalation of issues to accountable decision makers and strong communication with senior leadership, stakeholders, program managers and project managers.

Taught Statistics for Managers to students in the school of Graduate and Continuing Studies

Joined United as a Planner managing $1M in revenue per day. Then moved in to senior roles in planning and managing supply chain for United’s global ground support equipment saving $4.1M, then progressed into a Team Lead role managing teams in IT.Led technical team that modernized a 14-year-old time and attendance software application for 24K union employees. Executed the delivery of new servers, creation of the data retention policy, upgrade of application software and operating systems using Agile and Scrum principles.Led the design and implementation of the enterprise resource management DB that interfaced with several users in accounting, purchasing, and delivery using Lean principles to the process.Built financial justification for the replacement of United's ground support products valued at $600M. Successful in moving from a replacement-as-needed model, to a fleet planning process. That resulted in a threefold increase in the three-year capital plan of $160M.