Provide program management expertise across the Research and Development (R&D) program planning life cycle.Provide on-site programmatic and financial management of multi-performer government research programs.Assist program managers Track performer deliverables, monitor contract performance, and serve as the point of contact to outside organizations on behalf of the government client for contracts related issues.Ensure financial management of government activities, to include monitoring of Performer and Test & Eval partner expenditures, developing mitigation strategies for under runs/overruns, assist management with review and approval of travel budgets and proactively executing funding actions to meet obligation goals.

As Naval Intelligence Activity’s Chief Diversity Officer, I focused on advancing diversity, equity, and inclusion (DEI) within the Naval Intelligence Enterprise (NIE).Key Responsibilities1. Vision, Leadership, and Oversight: - Provide vision, leadership, and planning for programs, policies, and procedures related to NIE's commitment to DEI. - Oversee the implementation and continuous improvement of DEI initiatives to ensure alignment with mission objectives.2. Engagement and Collaboration: - Engage with key Human Capital leaders and other stakeholders across NIE to drive DEI initiatives, fostering an inclusive culture that supports mission outcomes. - Perform barrier and workforce diversity analyses to identify and address obstacles that may hinder mission success and workforce inclusivity.3. Representation and Advocacy: - Represent the Director, Naval Intelligence Agency (NIA), across the Intelligence Community, advocating for the organization's DEI initiatives and sharing best practices.4. Employee Resource Groups (ERGs): - Establish and refine ERGs comprised of employees from diverse backgrounds to address DEI and intersectionality issues. - Utilize ERGs to enhance workforce retention, foster innovation, boost productivity, and promote cross-collaboration within the enterprise.5. Data Analytics and Reporting: - Develop and utilize data analytics to monitor workforce diversity, inclusion indices, and identify gaps compared to relevant benchmarks. - Provide regular reports and actionable insights to inform DEI strategy and initiatives.This role was critical for driving a more inclusive and equitable environment within Naval Intelligence, ultimately supporting the organization’s mission and enhancing overall effectiveness.

Comprehensive Facility & Property Management: Spearheaded the delivery of high-quality facility, property management, and multi-media support services, crucial for the operational excellence of the Office of Naval Intelligence (ONI), and other key facility tenants. Orchestrated comprehensive facility engineering, design, construction, and renovations, alongside meticulous building and grounds maintenance. Managed material and property logistics, inventory control, and disposal at the National Maritime Intelligence Center (NMIC) and its warehouses.Innovative Multi-Media Operations: Directed cutting-edge multi-media services, ensuring seamless audio/visual engineering and technical support.Exercised decisive oversight and strategic management of programs, fostering an environment that ensured both immediate and enduring operational success for ONI and its associated entities. Delivered transformative leadership, optimizing resources to support mission-critical objectives.Empowering Personnel Leadership:Led with a values-centered approach, providing comprehensive oversight of Directorate personnel. Managed key aspects such as position management, recruitment, selection, promotions, and performance appraisals. Cultivated an environment that recognized and rewarded excellence, aligning human resource strategies with mission goals.Strategic Fiscal Management: Skillfully planned, defended, and executed the Directorate's budget and resource allocation. Maintained unwavering accountability for the Directorate's programs, ensuring optimal utilization of funding and resources to achieve mission objectives.Collateral DutyChampion for Diversity & Inclusion: As the Command's Diversity & Inclusion Chairperson, championed initiatives that fostered a culture of inclusivity and diversity. Played a pivotal role in promoting equitable practices, enhancing organizational cohesion, and driving forward the Command's commitment to a diverse workforce.

Provided consistent, efficient and qualitative facility support services that help DIA to support the Warfighter and the Intelligence Community. Responsibilities included providing video engineering, video production, events management, creative design services in support of intelligence production. Ensured that quality food and vending services and dining facilities meet government regulations and environmental, health and security standards. Led a comprehensive Zero-Based Review (ZBR) on business lines and identified multiple efficiencies to maximize division resources to deliver results. Led 150+ person globally dispersed organization with contrasting roles and responsibilities. My span of control included graphics support to intelligence production, freedom of information inquiries, records management, MWR (morale, welfare, and recreation), food and vending services, creative design support. In a relatively short period of time, I was able to unify the team by communicating frequently and focusing everyone on the strategic intent of DIA

Responsibilities include establishing and maintaining IT governance, providing strategic advice to IC, Dept. of Defense, and Combatant Command leadership, and developing partnerships and agreements with other Federal agencies as well as international partners. Ensure the efficient, consistent, and quality enterprise IT services, support, and products are provided to more than 54,000 customers.

Responsible for the execution of a multi-million dollar budget in support of DIA's global IT enterprise.

Skillfully led and supervised a team 12 diverse personnel. Set vision and established clear expectations for the Program Office personnel. Mentored and coached team members to excellence, leveraging the diverse talents and interests of the staff. Used team-building activities to promote cohesiveness and reduce conflict; recognized and rewarded strong performance. Leveraged knowledge of Human Resources (HR) to lead team members through sequestration, continuing resolutions (CR), and government shutdown without impact customer service. Exercised full personnel authority; empowered employees to identify and implement best practices and business process improvements. .Led the Solutions for the Information Technology Enterprise (SITE), a $6.6B multiple award, Indefinite Delivery / Indefinite Quantity (IDIQ) Contract the provided worldwide coverage for Information Technology (IT) requirements and technical support services. The contract vehicle provided contractor support for system design, development fielding and sustainment of global intelligence and Command, Control, Communications and Computer, Intelligence Surveillance and Reconnaissance (C4ISR) assets vital to national security. Provided strategic direction and leverage expert knowledge of IT and contract management; improved service delivery and accountability through numerous innovative initiatives, including the launching of the first performance based contracting action and the adoption of an enterprise-wide, performance-based approach for Quality Assurance (QA) Surveillance for Task Orders.Led change; planned and executed a “game changing” reorganization that broadened scope and oversight of the Project Management Office (PMO) to consider all CIO contracts. Created and implemented a Contracts Burn Rate analytics capability to collect and present information for CIO leadership visibility, improving control over contracts and reducing the chance of underutilization of unburned funds.

Selected for high profile, competitive Office of Naval Intelligence (ONI) Leadership to participate in National Intelligence Rotation Program/Joint Duty Assignment; ultimately transitioned to the Defense Intelligence Agency (DIA) position on a permanent basis. Oversaw the Office of DIA Information and Special Services, including logistical, administrative, and support services for multiple facilities: the Defense Intelligence Analysis Headquarters, DIA offices at the Pentagon, Reston, the Clarendon Facility, the Defense Logistics Offsite Center, and the Joint Use Intelligence Analysis Facility. Specific programs included food service, MWR (morale, welfare and recreation), building management, parking, custodial services, mail/courier distribution operations, events management, copier support, classified waste disposal, and recycling. Led strategic change by planning and deploying new food service and other operations across multiple campuses. Led efforts to establish new food service on two new campuses and extended mail and courier services to three. Improved accountability in foodservice through the design and implementation of daily inspections, a focus on customer service, and timely responses to complaints. Created new activities for MWR that returned more than $250K; credited with improving morale and helping to build a DIA culture. Effectively redirected resources where needed with no adverse impact.Supervised more than 125 personnel across locations. Established vision and championed customer service. Used 360 feedback to reduce conflicts and improve productivity. Recognized by supervisor for improving morale and enhanced productivity among team members through skillful leadership. Established a new $5M multi-year custodial contract that not only improved service delivery but also offered tiered support, allowing customers to meet their needs. Oversaw $4M gross MWR activities, as well as a $6M overall budget for the branch.

Strategically planned, led, and executed a well regarded, $75M worldwide Information Technology (IT) and communications program in support of more than 8,000 civilian and military customers. Established the program’s vision, consistent with the Office of Naval Intelligence (ONI) overarching strategic goals. Transformed IT services to a Total Cost of Ownership (TCO) model that distributed any additional costs above the baseline to production centers based upon their requirements providing customers the ability to decide their level of service and technical sophistication based on individual needs. Used business acumen in determining allocation of more than $15M in IT investment dollars; ensured all expenditures were consistent with ONI’s long-term strategy. Drove more than $500k in savings through successful fielding of Voice over Internet Protocol (VoIP) multi-level secure printing, mobile phones, and other technologies that improved collaboration and productivity. Oversaw contracts valued in excess of $60M; monitored work to ensure adherence to Statements of Work and avoided “scope creep.”Led highly diverse multidisciplinary team of 600+ professional staff including civilian, military, and contractor personnel. Fostered a culture of integrity and customer service with all staff. Developed and communicated effective performance expectations and evaluated employee performance. Addressed disciplinary issues as needed; identified and addressed developmental needs of employees. Using informal coaching and dispute resolution techniques; successfully coached personnel that were hindering operations. Continually championed professional development and growth; empowered employees to identify and implement best practices; enhanced staff capabilities by strong workforce and succession planning efforts, as well as through identifying skill gaps.

Planned and executed a complex $400M financial program including payroll, budget, obligations, expenditures, and financial reporting, ensuring compliance with all regulatory requirements. Turned around the Financial Execution organization to support the implementation, monitoring and tracking of a more streamlined business process; a process that permitted distinct separation of duties, cross-training, and the ability to follow budgetary transactions from programming through accounting records and subsequent reporting to Financial Statements. Recognized for resolving longstanding problem with financial reporting and “under execution” concerns by creating a new reporting team who developed a much needed and well received daily snapshot. During the period 05/2008 to 02/2009, handpicked to be dual hatted as Chief, Acquisition Strategy. Created and promulgated strategic change in leading efforts to deploy the Director, ONI’s 500-day plan to “Build Acquisition Excellence.” Devised plans and championed the Plan’s four pillars, (1) Documented, prioritized and validated requirements aligned to strategic priorities; (2) Functional processes and tools in compliance with agency regulations, guidance and best practices; (3) Trained, qualified and experienced acquisition team; and (4) Full-service contract department with appropriate warrants and vehicles. Led transformation for annual contract actions in excess of $100M.Used best practices in Project Management to plan and deploy to major financial conversions: the conversion to the Defense Travel System (DTS) and to a web-based timekeeping system—Standard Labor Data Collection and Distribution Application (SLDCDA). Both systems replaced manual, error-prone “systems”, resulted in better customer service for the agency’s 1,200 employees, enhanced accountability internally and for the taxpayer, and improved efficiency. Projects were completed on time and on budget.