• Led all internal and client meetings to ensure all scrum events and sprint tasks take place in a timely and productive manner.• Trained new team members in project processes, tools (ex. JIRA), & Salesforce application specific knowledge to maintain quality client delivery.• Removed blockers our scrum team faced that would impede on our ability to provide quality and on-time delivery.• Created new or modified existing project management processes and documentation to increase our profitability and efficiency.• Conducted demos of the iterative products our team delivers for client acceptance at the end of each sprint.• Collaborated with Technical Lead on solutioning, determined story points, and story assignments during grooming process.• Engaged in development directly by assigning myself Data Quality Management (DQM) and configuration stories each sprint.• Provided guidance and mentorship to a team of five help desk administrators in their completion of ServiceNow tickets within our Service Level Agreements (SLAs).• Analyzed ServiceNow ticket and SLA data to update the Monthly Status Report (MSR) for our client contract.• Implemented new review/audit processes to prevent ticket execution issues before they occur. As a result, there was a 32% decrease in ticket resolution time and 70% decrease in ticket failures YoY from when I became the team’s manager.

• Led the redesign of the Government Solutions’ website, as well as created new, more relevant content, to enhance the marketing and branding of the company.• Supported federal client projects in multiple areas, including creating test cases of developed user stories, weekly & monthly project status reports, training documentation for onboarding future Capgemini staff, and a federal employee training plan to ease the transition to our final Salesforce product.• Supported business development by conducting market research on future federal agency IT needs and assisted on current contract proposals to expand Capgemini’s clientele base.

• Construct and manage an operating budget of around $35,000 per semester by forecasting expected revenues and expenses.• Ensure the financial stability of the chapter through timely payments, collection of dues, and proper record keeping.

• Examined academic research on topics ranging from payday lending to financial literacy for the Office of Consumer Policy. My findings were used to develop recommendations to reform the Financial Education & Literacy Commission (FLEC).• Edited speeches for the Treasurer’s speaking engagements, drafted letters for constituent responses, and took notes during conference calls with professionals and academics in the field for FLEC reform.

• Update database of donor contributions to our clients using internal and Federal Election Commission (FEC) data.

• Aided in the daily accounting of revenue received by the commission, which is then sent to the Finance Department.• Attended and shared input in meetings on the development of new Transportation Networking Companies (TNC) regulations being created by the TLC, which were ultimately put into effect.• Updated the office’s Standard Operating Procedure (SOP) booklet by shadowing all employees in their daily tasks and correcting all inconsistencies.

• Facilitated concerns from the constituents to the Congressman by maintaining a database of all phone calls and mail received by the D.C. offices.• Directed group tours of the U.S. Capital building, including the Majority Whip’s office, to constituents and distinguished guests of the Congressman.• Attended committee & sub-committee hearings on a variety of topics and relayed the information discussed back to the Congressman.

•Assisted managing partner in strengthening a database using NationBuilder to assemble accurate information on over 40,000 voters within the local district to help increase party registration and improve overall party turnout. •Identified potential neighborhoods to target, using either i360 or Ecanvasser, that would efficiently accomplish the identified political goals.•Reached out to determined potential voters through canvassing and phone banking as the last step in order to achieve managing partners’ political goals.