Lead our customers through strategic planning efforts for a full range of diverse IT investment portfolios and programs. Guide our customers through planning and execution as well as address all the business issues that result from such decisions. Led large-scale COTS systems Integration programs for our customers (VA, Defense Health Agency, USMC, DLA, Navy, Army, and BTA) that were successfully deployed to provide system solutions to complex business problems. This includes leading technical efforts to plan, design, and implement major COTS products such as ERP, EHR, BI, and world-wide IT Infrastructure.

Lead our customers through strategic planning efforts for a full range of diverse IT investment portfolios and programs. Guide our customers through planning and execution as well as address all the business issues that result from such decisions. Led large-scale COTS systems Integration programs for our customers (VA, Defense Health Agency, USMC, DLA, Navy, Army, and BTA) that were successfully deployed to provide system solutions to complex business problems. This includes leading technical efforts to plan, design and implement major COTS products such as ERP, EHR, BI, and world-wide IT Infrastructure. For the past 5+ years, serving as the Chief Architect for the Modernization of the VA’s Electronic Health Record a $15B Program and served as the Chief Architect for the Joint Testing Environment (JTE) program within the VA. Responsible for architectural design of test systems needed to support the development, deployment and sustainment of over 40 joint healthcare IT systems.Served as the Strategic Business Advisor to the Office of the Defense Health Agency (DHA) Chief Acquisition Executive (CAE) we led the development of policy and procedures to stabilize the DHA multi-billion dollar ($55B) per year acquisition portfolio looking for synergy whenever possible. I also led an effort to successfully improve interoperability, integration, and information exchange between Medical Devices and DHA Health IT Portfolio Programs.In another role, we worked to transform T&E to a risk-driven process to support initiatives in acquisition reform for the CAE of BTA. Successfully led the Implementation of the process on the Defense Agencies Initiative (DAI) Program - a large multi-Agency ERP. I also led a strategic planning consultation for Oracle's Senior VP for Federal Sales, as well as the VP for IBM's Federal Sales and the VP of EDS' BI Sales Initiatives. In these efforts, I mentored a myriad of senior executives for months to years in some cases.

As the VP and Director of Strategic Planning, I worked with the Executive team (Business Development, Marketing, and Operational Managers) to lead technological and business strategies responsible for sustaining and growing the $350M Healthcare business. Responsible for supporting the capture of close to $5B in additional contract value. As the VP and Chief Account Executive for the Defense Health Agency (DHA), I was responsible for managing and expanding the customer relationship within the DHA and the Military Medical Departments.

I was chosen to design and implement a capstone course in Strategic Information Technology Planning, Operations and Management for senior executives and aspiring CIO's/CTO's that emphasized strategic planning, portfolio management and a re-invigoration of the systems engineering processes within business process re-engineering. In effect this course could have been labeled CIO 101. The course was extremely successful and was delivered 7 times to no less then 60 students a semester. I was the only professor who taught the course and it was done in a face-to-face environment. I mentored many of the students as they struggled to decide to change their career to orient themselves to the IT profession.

As the Chief Marketing and Strategy Executive for Ogden’s Federal Business Unit my primary mission was to grow the business and alter the business paradigm to sustain the growth in profits required by Ogden Corporate. I led the Corporate Team to develop a new business strategy that aligned with a new business model emphasizing a technology-driven Fixed Price basis and a new business capture process. Following the re-engineering of our business model and organization, the results were a diversified consulting and Business Processing Re-engineering (BPR) portfolio delivering an increased revenue backlog from $100 million to $1 billion in less than 3 years while changing proposal win rates from 10% to 40%. I was later tasked to lead Corporate Ogden’s effort to develop a new business capture strategy. That effort resulted in over $4 Billion in unexpected contract awards for Ogden Corp and over $1 Billion for Ogden Government including initiating a GSA division which grew to $35M in sales in under two years. Combined results recovered division from a negative position to an excess of 7% PBTI within three years and a decisive lead in the competitive outsourcing market.

I was selected to manage a cross-functional team of 25 professionals charged with new business strategies and development for the design of complex information systems for various government agencies. Led the architecture, design studies and preparation of demonstration systems, which resulted over hundreds of millions of new business revenue.

During this period established a solid expertise in the planning, staffing and development of large-scale information technology and engineering support contracts for government and commercial clients. Maintained full P&L responsibility and direct oversight for program management, contact and subcontract management, quality control and scheduling. With BDS established the systems integration division and won their first competitive SI contract with FEMA.

I was selected to serve as the VP GM/CTO at ST Systems where I successfully led a team of 100+ information systems professionals through numerous global system development and integration projects. Projects completed for the DOD, Intelligence Agencies, Navel Space Command, Department of Transportation and NASA.. I led a team to successfully compete for and deliver to the US Air Force Staff at the Pentagon the first major office automation (OA) system to support all workflows and processes within the Air Staff. This was the first Systems Integration contract and was the largest contract in the company’s history. Profits exceeded 25% on this contract Increased revenue of new division from $0.5 million to $25 million/year while building a backlog of new business to over $100 million. Deployed and maintained over 500 customized information and communication systems. Maintained full P&L responsibility and direct oversight for program management.

I was selected to develop the first e-commerce system in production. led a team, of over 200 in the market research, system design and development of a proprietary on line, multi-user information system utilizing packet switch networks and dial-up lines designed to facilitate the on-line sale and distribution of over 35,000 microcomputer software products through a unique sales channel. This custom system incorporated order processing capabilities, billing, inventory management/control, management information, financial information and customer support services. Firm earned $15 million in sales within the first 2 years. We were way ahead of our time as a business and failed to maintain market penetration.

I led the successful development of the first on-line software configuration management system and inventory control system for the US Navy Test Software that managed billions of dollars of reusable software assets within the Naval Supply Chain.

I was selected to lead the technical and logistical support team to develop a solution to meet the needs of an intelligence Agency to convert millions of aging microfilm images to another storage medium as well as create a data capture methodology for information to complement the existing microfilm library to satisfy the on-line information request of thousands of simultaneous users across the globe. It was called ADSTAR.

I was selected to address systemic US Navy problem whereby acquisition funding was decreasing because operations and maintenance funding was increasing at an alarming rate. a. Led the root cause analysis effort to determine DOD’s acquisition process was at fault. b. Led a team of industry and government leaders to recommend an approach to address these issues. c. Developed the Plan of Action for the Secretary of the Navy with Industry concurrence resulting in a plan to invest in design methodologies to produce testable weapon systems. d. Led presentation of a modified acquisition methodology to the Chief of Navy Material and the ASN R&D that included a capital investment strategy for Testing Technology. e. The successful recommendation resulted in a $250M R&D program and modified Naval Acquisition Policy within 12 months.

Honorable Discharge