As Vice President of the Federal Consulting Practice, Ms. Borg is responsible for providing technical leadership in all areas of project management including budget management; resource and staff management; client deliverable quality control; contingency planning; and risk identification and mitigation. She is responsible for overall program management, and is the point of contact for clients’ contracting and procurement offices. As a member of the Leadership Team, Ms. Borg evaluates and participates in the selection of potential teaming partners; leverages client relationships to understand client needs to position the company to develop and win new business; collaborates with other leadership team members to develop and execute company policies and procedures; and assists in the hiring process of key personnel. Additionally, Ms. Borg continues to provide technical leadership for all training solutions, including online and instructor-led training, performance support tools, and communications outreach.Director, Project Management Operations, 2010 – 2013Ms. Borg successfully developed and implemented processes and procedures within the project management operations to insure success with every project. This included developing a quality assurance process for all client deliverables, proposals, white papers, and other company documents. She provided technical leadership in proposal and business development support with a focus on the Federal and non-profit sectors. Ms. Borg also provided technical leadership for all training solutions, including online and instructor-led training, performance support tools, and communications outreach. Additionally, she provided coaching and mentoring for project managers, analysts and consultants.

As a member of the senior management consultant practice, consulted with clients to define organizational challenges, needs and goals; analyze As-Is business processes in order to create To-Be business processes; and provide recommendations for improvements. Conducted various studies and surveys to obtain procedural, technical, process, and financial data; and assist in the analysis and identification of observations and key findings. Reviewed and contributed to deliverables including course design plans, recommendation reports, storyboards, betas, and final version of courseware and performance support solutions. Insured quality assurance was performed on all deliverables. As a senior project manager, oversaw development of various training initiatives including web-based and instructor-led courseware, performance support solutions, and integration with learning management systems. Overall responsibilities included managing the courseware development process from proposal development to final delivery. Tasks included development of management plans; overall management of schedule, budget and resources; analyzing data and providing sound recommendations; implementing solutions on time and within budget; and quality assurance. Other responsibilities included identifying and developing additional projects and tasks.In the lead marketing role of the USDA learning management system (LMS) known as AgLearn, managed the development and execution of the marketing strategy. This included identifying and collaborating with stakeholders to identify specific needs for various groups including agencies and associations. Additional responsibilities included creating target messages for specific groups based on identified criteria, assisting in the development of welcome screens, quality assurance, and weekly reports to the client.

Defined, developed, and implemented company strategic goals and policies. Provided strategic and operational guidance for all internal and external marketing initiatives. Created and leveraged operational strategic business partnerships to successfully compete for, and obtain, Federal contracts. Maintained proactive relationships with clients and partners associated with all company services. Managed and provided final approval of the company’s business offers and proposals in a highly competitive market. Worked with Business Development Managers to develop new customers and partners. Hired and retained key personnel for marketing, business development, and client programs. Provided program oversight and operational direction on Federal contracts. Managed contracts during the entire contracting cycle from Request for Proposal analysis, through company performance and contract closeout.Senior Project Manager, 2003 - 2005Provided project management support for a government client by successfully managing and implementing a new agency-wide business process initiative. Developed and maintained the master project schedule, established milestones, and monitored and adhered to the master plan. Provided quality assurance and delivery to the client of all project deliverables including the Transition Management Plan, Training Plan, Road Show Plan, and User Registration Plan. The Transition Plan was delivered and accepted one week prior to the due date and was adopted by other regions as a model. Lead requirement gathering analysis and implementation for system enhancements and new developments as required. Performed risk analysis and contingency plans for roll out of the business process and training of employees.

Implemented and managed company programs and projects relating to customer relations, vendor relations, capital ventures, imports, and growth strategies. Developed and implemented successful multi-media marketing strategies to significantly increase revenue. Coordinated international vendor relations including ordering and tracking delivery of imported goods. Negotiated contracts with international and domestic vendors for goods and services. Responsible for various human resource tasks including hiring, acting as the liaison between employees and the owners, creating motivational programs, and creating management feedback surveys and reports. Organized and conducted weekly operations manager meetings with peers and company owners. Prepared and presented operational weekly status reports to company owners.

Senior Project Manager, 2001 - 2002Managed operational cost saving projects that included the identification of all allocated spares, recovering under utilized equipment, optimizing inventory, and determining appropriate sparing levels. Recovered and re-deployed under utilized equipment within the network generating a cost savings of over $12 million. Managed the purchase, deployment and implementation of equipment into the competitive network. Coordination responsibilities included engineering, provisioning, procurement, and sales to insure all goals were met. Prepared Authority For Expenditures (AFEs) including cost/benefit analysis, risk analysis, financial justification and business plan to secure funding for each project. Secured and managed a multi-million dollar budget for each project including purchasing, tracking and justification. Prepared and presented executive briefings on the status of each project.Project Manager, 2000 - 2001Successfully managed the building of high-speed data entrance facilities into seven domestic Equinix sites. Developed and implemented system cost savings strategies netting $1.7 million in savings. Negotiated equipment and service contracts between UUNET and Equinix. Liaison between UUNET and Equinix operation departments to insure communication and success of building each facility. Coordinated marketing efforts between Equinix account team and WorldCom sales channel to generate new revenue and insure completion of customer connections. Coordination responsibilities included engineering, provisioning, procurement, lab engineering and sales to insure all goals were met. Prepared AFE to include cost/benefit analysis, financial justification, return on investment and cost of ownership for the Equinix project. Obtained approval for and managed a multi-million dollar budget for the project. Ensured that budget and revenue projections were met. Prepared and presented briefings for UUNET/WorldCom executives.

Major Account Manager, 1998 - 1999Managed corporate accounts consisting of team bases of 25+ to 500+ employees. Proactively analyzed the needs of corporate accounts and presented solutions. Implemented customer solutions including new pricing contracts, migration plans, and upgraded billing systems. Successfully retained 100% of all transition and retention accounts. Liaison and customer advocate between each account and all departments within Verizon Wireless particularly with billing issues. Frequently assumed responsibilities as sales manager. Managed team account executives, interviewed potential employees, provided sales training and prepared performance reports. Prepared and presented formal presentations to executives of corporate accounts and management of Verizon Wireless. Received President’s Club Award in 1998 and 1999 for exceeding revenue quotas.Account Executive, 1996 - 1998Successfully built and managed a base of corporate accounts. Prospected for new accounts by performing needs analysis for prospective customers. Presented and sold wireless solutions to prospective and existing corporate accounts. Developed direct mail campaign to target prospective companies that was adopted by the department. Received President’s Cabinet Award in 1997 for exceeding sales quota.