Lead a team of 135 engineers and astronomers on both sides of a matrix (project, functional) processing the data coming off current and future missions Hubble, James Webb Space Telescope (JWST), Roman, etc. Team received, processed, calibrated, distributed and provided ongoing operations for data downloaded from space telescopes. Team archived petabytes of data in the Barbara A. Mikulski Archive for Space Telescopes (MAST) while providing products and tools for the astronomical community to analyze astronomical data. These services are instrumental in making the world’s astronomical information accessible to all while advancing the state-of-art of astronomical data, archives, and tools for scientific discovery. • Introduced and institutionalized division level quarterly strategic objectives• Trained and rapidly rolled out SCRUM across entire division• Executed and leveraged key divisional strategic hires• Prepared to scale pipelines both on premise and cloud platformThese measures along with improvements in continuous integration/continuous delivery (CI/CD), communication, test automation, software architectural vetting, continuous process improvements and use of modern tools greatly improved alignment, visibility, quality and execution.

Led product development teams of software, computer vision, systems, mechanical, electrical, FPGA and optical engineers in IL, MA and MD creating helmet mounted cueing systems, hybrid-inertial motion tracking units, sensors and 6-axis inertial measurement units (IMUs). Helmet mounted cueing system deployed on aircrafts such as, A-10, F-16 and C-130W in addition being considered for ground war fighters. Hybrid-inertial motion tracking units, sensors and IMUs used in industries such as aerospace, robotics and visualization/visual production. • Directly led software engineers (C#, C++, C, Python, Linux).• Introduced and institutionalized agile tools and techniques such as JIRA, Atlassian suite, JAMA, Agile and SCRUM. • Developed next generation helmet mounted cueing system (augmented reality heads up display unit) to allow market expansion beyond military fixed wing aircraft into rotary wing and commercial aircraft markets. • Rebuilt team while mentoring and coaching individuals and managers. • Decreased development times with improved project management, continuous integration, testing, collaboration and overall efficiency.

Led a staff of 130 engineers at multiple sites on both sides of a matrix (project, functional). Directly managed Engineering Project Managers (EPMs) responsible for cross-functional projects (RF, digital, mechanical, software, systems, verification. Projects covered the core three business units (Communications, Satellite Communications & System Solutions) & selective software development for three additional business units: Air Traffic Management, InFlyt Experience, Thales Alenia Space. Responsible for all SW development for the core business units. Directly managed software leads, software architects & functional managers for proposal/bid, technical reviews, budget, staffing, software development process, performance reviews.Evaluated and improved development environment through the introduction & institutionalization of as new tools, processes, technique and focused training. SW on embedded products was written in Object Oriented C++, C, Verilog and VHDL. SW on user experience products were written in JAVA, C# .Net, and PythonAlgorithms were developed in MATLAB.Set up SW department into SCRUM teams (up to 130 engineers overall) to increase efficiency. Automated sprint, release & testing metrics, pushed to wall monitors daily. Monitored & adjusted technical approach, process, tool & people based on soliciting feedback, reviewing metrics & JIRA, sprint planning participation, habitually participating in sprint reviews & retrospectives. Afterwards, SW department more efficiently met all the SW needs of 3 business units & partially met needs for 3 more business units. Aggressively pursued & successfully captured competitive contracts with other Thales business units when work was light in core business units. SW departments solid reputation in SW systems, SW development, terrestrial & satellite MODEM development helped to secure contracts.

Responsible for technical leadership and mentoring of all software/firmware leads and software architects across all projects. • Championed cross project reusable modules saving time, money and increased quality• Promoted inter-project technical reviews which increased quality, understanding, sharing. • Created technology roadmaps, promoted inter-project cooperation to achieve vision. In addition to my role as Manager of Software Design I successfully led TDSI’s efforts developing SW for next generation Handheld, Manpack and Small form factor radios (HMS) for US Army, 30+ developers from 2004 – 2006.

My objective as an engineering project manager was to successfully develop the U.S. Special Operations Command (SOCOM) JEM radio by leveraging a cross-functional team of 60 RF, Digital, Mechanical, SW, DSP, FPGA & Test engineers. This resulted in me greatly accelerating the schedule to demonstrate the radio as part of a multi-billion-dollar proposal. Optimized & compressed schedule, which included transitioning to a 24/7 development cycle. We won the contract! Radio had great success in the marketplace, 100,000+ radios sold to SOCOM, U.S. military, NATO & Five Eyes. I presented weekly directly to CEO and his senior staff do to the urgency of this business project. Top objectives as a functional manager was hiring/retaining top talent & achieving CMM Level 2 & 3. Met business need by increasing staff: 20 engineers in 7 months. Co-led team achieving CMM Level II in 12 months followed by Level III in the 10 months.