- Developed the GSM-O AWS IaaS migration approach to support the migrating of 27 applications from DISA DECCs into the AWS Global management Systems GMS IL5 and IL6 environments - As the Chief Engineer and Senior Solution Architect for GMS, I am responsible for developing and implementing innovation roadmaps, proposing technology innovations, leading and developing a team of DevSecOps engineers, and maintaining the technical baseline per requirements. In this capacity, I managed 8 Task Orders totaling $50m with 70 employees and subcontractors. - Worked hand in hand with Innovations Directorate lead and the GSM-O CTO to develop and deliver communications plans to all of DISA leadership, providing overview and low level detail of the technical roadmap the tools innovations and the overall convergence plans that will allow for DISA to move the network to an autonomic state. Selected Accomplishments:• Milestones – Drove overall system design and implementation approach for base year innovations, including working design approaches with team, vendors and government to come to a consensus approach. Successfully achieved PDR, CDR and IATT milestones. • Team Development – Developed detailed staffing plan that aligned to new key technologies and worked with HR, Strategic IRADS, subcontractors and my vast network to staff the team..• Problem Solving – Developed a security approach working with or internal and government team that allowed for the DISA AO to approve GMS to be the first IL6 implementation in DISA. Worked through multiple sessions with the AO and his senior staff addressing areas of concern and defining the security features of our AWS architectural design.

- As the Chief Engineer, responsible for developing technical roadmaps, proposing technology innovations, leading and developing a team of engineers, and maintaining the technical baseline per requirements. In this capacity, I managed 8 Task Orders totaling $50m with 70 employees and subcontractors. - Leading the implementation of the IaaS Cloud infrastructure in AWS and Azure for mission applications migrating into the GCSS-AF Cloud. Instrumental in obtaining on contract growth of new Task Orders for new capabilities adding SIPR, DevSecOps and ServiceNow into the Cloud One core capabilities. - Key participant in the Transition Out team successfully transitioning and preparing the follow-on contractor to ensure operational readiness for the eight engineering task orders.Selected Accomplishments:• Quarterly Employee Recognition Award – Received Defense Collaboration Award (October 2019) for role in expanding on contract growth by working with customer and internal team to respond to ten proposals, in which I was responsible and/or supported development of the technical solution and BOEs.• Problem Solving – Part of a joint customer and contractor team that did a deep dive into Mission Applications (MAs) versus Cloud One roles and responsivities that was causing confusion with onboarding MAs. The joint team identified the points of confusion and the Cloud One team developed/ documented a solution that allowed for clarity in delineation of roles and responsibilities for each platform (AWS and Azure). • Milestones – Worked with transition manager to develop a quantifiable phased transition out plan with individual checklists and document repositories for each transitioning task order. We received accolades form the PMO and the transitioning in contractor in regards to thoroughness and readiness.

MNIS/Coalition Services PM/CE & Technical/Tool Studies Solution Architect, GSM-O - Functioned as the project manager and technical lead while working with DISA, DoD CIO, Combatant Commands, Services, and engineering support teams to shape the Virtual Data Center (VDC) in an effort to support DISA’s Mission Partner Environment Coalition Services projects. Ensured that the continual expansion/modernization/virtualization, network optimization, tech refresh, new service capabilities, and other major changes would occur.- Accountable for the planning, execution and quality of all Coalition Services staff, engineering deliverables and milestones; ensures that cost, schedule and technical baselines are met and that the product met requirements and customer expectations. Responsible for directing the organization to meet critical schedules and to resolve critical and complex technical or operational issues.- Led the t in developing and engineering the VDC solutions through the first deployment on 9/30/2016. - Lead the COMIT replacement study that was comprised of myself and two other engineers. Developed a detailed AoA with three potential solutions and briefed and modified solution various time to multiple levels of DISA leadership;- Supported the Tools Convergence Study where I was responsible for initiating the analysis methodology/criteria for weighing and scoring tools in order to evaluate and provide recommendations for enterprise level tools.

- CEO and Founder of Open Eye Innovation- Designing, developing and releasing the leading edge technology applications.

- Accountable for the planning, execution and quality of all WWOLS and DD staff, engineering deliverables and milestones; ensures that cost, schedule and technical baselines are met and that the product met requirements and customer expectations. Responsible for directing the organization to meet critical schedules and to resolve critical and complex technical or operational issues.- Support proposal and staffing efforts for Task Orders 8, 10, and 14. Created multiple tech volumes, Basis of Estimates, staffing and execution plans for different GSM-O projects. Help the Chief Engineer form a staffing plan for staffing up and development team to support an expanded capability for GSM-O.- Leading projects effort to get both the DD and WWOLS systems RMF approved. Completed upgrades to both systems to get them PKI compliant in preparation for the RMF package submission. Selected Accomplishments:• Team Development – Developed and staffed a quick turn staffing plan for WWOLS/DD. Then after government delay I was able to retain all critically identified staff. • Problem Solving – Developed a plan with the government that would allow to allow a phased transition after issues arose with onboarding and transitions from the previous contractors. • Milestones - Accountable for generating and growing business with in DISA. My team and I have generated three mods to our contracts. Two of the three open the door for significant enterprise enhancement work.

Analyzed project activity, budgets, costs, operations and forecast data to determine program progress toward stated goals and objectives. Responsible for a budget of approximately $15M. Responsible for providing engineering program leadership to a 60 person Engineering team performing development, integration, maintenance and system operations, by defining the organization’s task objectives and providing schedule and financial goals. Accountable for the planning, execution and quality of all engineering deliverables and milestones; ensured that cost, schedule and technical baselines were met and that the product met requirements and customer expectations. Responsible for directing the organization to meet critical schedules and to resolve critical and complex technical or operational issues. Selected Accomplishments:Team Development – Implemented and managed the site closeout plan. Created/Executed a plan to go from 95 people to 25 FTEs in 4 months, then executed a 6 month close out period with 25 people to close out and transition team to the next contractor. Worked transition plans to transition 75% of all LM staff to other LM programs. Problem Solving – Developed a plan with the government that would allow for a 3 month extension to the contract with minimum funding and detailed requirements. I crafted a solution that was a win-win for LM and PMO office by recommending a holistic financial change for all open CLINs. The solution allowed LM to keep staff longer and allowed the government to have security of achieving all milestones. Milestones – Received a 5.0 CPAR for the last execution period that resulted in the ISPAN A&I contract reaching Final Operating Capability (FOC).

Global Adaptive Planning Collaborative Information Environment (GAP-CIE)’s responsible Delivery Order Project Manager/CAM for work packages average an excess of 15 million dollars per year. Responsible Functional Manger for leading the COTS integration and testing effort. Developed a streamlined, repeatable process to integrate new data feeds into the existing COTS architecture in thirty-five percent less time by reducing the design and development efforts by fifteen percent and the test effort by twenty percent.Managed the schedule baseline in Artemis and Microsoft Project. Managed the System Engineering, Development, System Architects, and Information Assurance teams and functionality; responsible for processes and execution of the teams.; Team Development –Customer received a $10 million dollars in fall out funds and I was able to work with Colorado Springs management to staff up and established an “ISPAN West” location. I was able to successful staff up ~50% and manage 60+ developers across two sites to meet or exceed all customer requirements.Problem Solving – Worked to repair damaged customer relationship. Customer was happy with responsiveness and dedication. I was able to repair a PMO relationship that had been fractured for three to five years.Milestones – Managed the execution of eight major new capability production releases (one that was for FOC) and 36 sustainment Production Patches. All major releases were delivered on scheduled and on budget and all received maximum quality scores.

Responsible for supporting new business opportunities. Developed Proposal Packages including BOE Development (wBOE), Proposal Text and CDRL Development. Worked on team to scope technical approaches to provide high value, low cost effective and efficient solutions. Also supported ROM creation and White Paper Generation. I acted as Technical Volume Lead, Author for all volumes, BOE SME, and BOE Approver. Supported eight proposals that included Software, COTS integration, Data Warehouse, BPR, IT solutions and Field Engineering support. Acted as DPM/SPM/CE for transition period of FAA/LCSS. I supported the LCSS capture and when the DPM/SPM was pulled to another project. I moved in to that role. In that role I set up boards, executed initial hardware and software configuration, defined and approved program plans and procedures, established the business rhythm with the customer, wrote SLA, and set up and structured the EVM reporting structure. Selected Accomplishments:Team Development – Implemented/Developed a prototype proposal creation model that was designed to streamline proposal submittal process by creating templates for items such as Work Breakdown Structures (WBSs), Integrated Product Team (IPT) Structures, Review Board Structures, Organization Charts, for the core types of proposals that our organizations pursues. Marketing / Branding Initiatives – Supported New Business Initiatives; Played an integral role in determining technical directions for three core proposal captures totaling over $1.8 billion dollars. Also helped to facilitate on contract programs in winning a three additional Task Orders. Milestones – Supported eight major proposal efforts, five were successfully submitted and were winning submissions and one we lost to the incumbent and two were a no bids after initial work was done.

Global Transportation Network Pre-Planned Product Improvement (GTN-P3I)’s responsible SEIT IPT Project Manager/CAM for a work package that is in excess of 5.1 million dollars per year. Responsible for leading the COTS integration and testing effort. Developed a streamlined, repeatable process to integrate new data feeds into the existing COTS architecture in thirty-five percent less time by reducing the design and development efforts by fifteen percent and the test effort by twenty percent.Managed the schedule baseline in Artemis and Microsoft Project. Managed the requirements, architectural and test baselines in ReqPro, System Architect, and Mercury Quality Center also managed a team of 16 employees.; Staff Development - Developed and updated Engineering, Test and Configuration Management Processes for the P3I COTS Integration effort. Outlined and executed departmental staffing goals and initiatives to cultivate individual / team growth by providing challenging assignments, opportunities for growth and promotion. Problem Solving – Worked shoulder to shoulder with three customers to develop a three part plan to integrate 5 years of data from two systems into the new P3I system. Successfully implemented the first two parts of the on the plan and the third part is currently being worked.Marketing / Branding Initiatives – Bring new business – Played an integral role in drafting and winning the Spiral III proposal that was worth $6.3 million dollars. Also helped to facilitate GTN in winning a 100% Award Fee. P & L Responsibilities of $5.1 million dollars.Milestones – Streamlined the release process then ensured the successful release of the first major sustainment patch for the P3I system in 35% less time as the previous process.

Responsible Systems Engineering Cost Account Management for a work package in excess of 1.2 million dollars. Managed the requirements and architectural baselines in ReqPro and System Architect. Developed the COTS integration and design and strategy for the P3I system. Identified and mapped requirements to reusable COTS services. Managed the SE schedule baseline in Artemis. Lead a team of 5 employees.. Selected Accomplishments:Staff Development - Developed and updated Engineering Processes for the P3I effort. Outlined and executed departmental goals and initiatives to cultivate individual / team growth, therefore flourishing competitiveness while reinforcing team work. Problem Solving – Created an two levels of COTS architecture views by creating DODAF SV-1s and SV-4s to identify system interfaces and system services for gap analysis to define what code had to be developed to bridge the system Marketing / Branding Initiatives - Established strong image for company – Helped facilitate a successful CDR for GTN-P3I. Supported GTN-P3I in receiving a 98% Award Fee. P & L Responsibilities of $1.2 million dollars.Milestones – Developed SE documentation, functional and design specifications to portray to the customer an overall high level view of our design at PDR and CDR.

Created/Maintained DoDAF Operational and Systems views for the western range activations. Defining As-Is architecture and forecasted To-Be. Piloted the roll out and customization of the System Architect (SA) tool for the SRLRC program. Selected Accomplishments:Team Development – Implemented a single COTS library solution that replaced a system that had four separate sustainment libraries with duplicate product. Milestones – Created/implemented processes which helped the SLRSC project team reach CMMI Level 3 certification. Problem Solving – POC for Weather and Communications segment of the WROCC which included performing impact and cost analysis assessments of additions and deletions to the range architecture.

AEHF – Test Training and Simulation Element (TTSE); Developed and maintained Integration Test Plans and Procedures for multiple levels of development. Executed Integration Test Plans and Procedures to integrate a four part System on development and test equipment.Selected Accomplishments: Requirements Testing – Performed Requirements to Test Case allocation for element and component level specifications. Customized the legacy Milstar test and training suite in order to make it compatible with the AEHF development components. Milestones – Facilitated Inspections and Engineering Review Board approval of test plans and procedures. Performed defect management via ClearQuest by creating, tracking and closing DRs.

AEHF – Operations Support and Sustainment Element (OSSE) OSSE Configuration Management (OCM) Mega Systems Engineer/Documentation Lead of five multi-leveled subsystems. Created and maintained a schedule for updating and maintaining the OCM documentation, which include SOPs Help Pages, Test Plans, Detailed Threads and Detailed Design Documents. Selected Accomplishments: Team Development – Instituted process for using, labeling, and building objects using ClearCase and ClearQuest integration.Milestones – Worked on the rollout and testing of the AEHF custom build tool and led the rollout of the documentation and training material. Performed requirements and architecture scrub to correct the allocation of third level requirements to architecture, detailed thread capabilities, and configuration items. Problem Solving – Mapped third level test plans to detailed threads for thread/scenario based testing. Developed multiple levels of test plans. Performed defect management via ClearQuest.

AEHF – Systems Engineering Integration Team (SEIT) Worked on the TIGER team assigned to systematically resolve ICD holes and issues with our sub-contractor Boeing and customers Air Force, Army and Navy. Team was put together to ensure that the single interface would encompass Air Force, Army and Navy requirement for terminal services.Selected Accomplishments: Milestones – Participated in shoulder to shoulder meeting with sub-contractor and customer where I briefed individual integrated change packages for suggested changes to the ICD baselines. Worked each individual service POC to ensure their needs where meet by the changes while meeting the time sensitive schedule concerns.Problem Solving – Engineered creative solutions to technical issues that arose between the differences in specifications between the Army and Air Force. Engineered a new ICD volume and Re-engineered the legacy ICD to meet the requirements of the AEHF customers.

MONEX911 – Technical Development Curriculum (TDC) Co-inventor with 17 other personnel for developing the MONEX technology. This technology received a patent. Selected Accomplishments: Team Development – Led requirements where I created and maintained the System Requirements Specification. Developed web interfaces using Visual Basic.Milestones – Developed and maintained the Concept of Operations (CONOPS). Developed in Java the MONEX system user interface.

TLN – TTWCS Launch Network (TLN) Created and maintained multiple levels of architecture views and facilitated products inspections and ERBs. Provided impact assessments to the architecture and requirements as a result of Requests For Change (RFCs).Selected Accomplishments: Milestones – Allocated requirements to subsystems via System Architecture and DOORS integration. Presented status/technical data to the program and customer. Problem Solving – Resolved customer related requirements and architecture design issues. Performed defect management via ClearQuest by creating, tracking, and closing PRs.

Performed as the ESE representative for two of the four Mission Control System (MCS) elements. Selected Accomplishments: Team Development – Developed and maintained Volume II of the Interface Requirements Specification (IRS) which detailed communications between mission operations components. Developed and maintained architectures views at Level 0, 1, and 2 for multiple ABD view types via System Architecture (SA) tool.Milestones – Performed requirement mapping from the MCS specification to the architecture, RVTMs, ICDs, and to the individual element specifications. Developed incremental element contracts for the OSSE element and TTSE element. Developed and maintained Capability Design Documents (CDDs). Problem Solving – Generated trade studies and white papers for different technical issues. Developed multiple chart presentations that were briefed at the various System, Subsystem, and Element level risk and review boards.