Leads the SC Child Support Enforcement System (PACSS) project team which provides PACSS production support, new feature development, testing, and oversight of the PACSS O&M contractor.Successfully managed the transition to virtual work environment due to COVID and then to hybrid model Managed planned reduction of project staff from 50+ to <40 after Federal certificationLed the procurement of a new O&M vendor realizing 40% cost savings ($4M) / yearPrepares annual Federal (APD) and State Budget requests for PACSSRepresents PACSS Project Team to important constituents including SC Clerks of Court, SC DSS leadership and OCSEMultiple best practices and lessons learned presentations to the National Council of Child Support Directors as well as other State IV-D agencies interested in the SC PACSSCoordinates activities to maintain IRS Pub 1075 complianceTransitioned and currently manages the CFS Help Desk from contracted to DSS

Established an Independent Verification & Validation (IV&V) consulting practice employed by multiple federally funded software development projects within the state of South Carolina.Developed standardized templates, processes and custom tools used within the practice and shared with other states’ IV&V teams by the Federal Office of Child Support Enforcement (OCSE). Team recognized as an archetype by OCSEAwarded four contracts worth over $18MResponsible for analysis and oversight of software development processes, tools and artifacts, testing, project management and infrastructure selection for several multi-year projects involving both agile and traditional waterfall life cyclesEstablished and supported IT infrastructure and collaborative tools for four person IV&V team (ASP.NET, SQL Server, Sharepoint, Windows NT servers)

Managed a group of eight software developers in delivery of web log analytics for the Teradata warehouse. Lead the technical relationship with MicroStrategy and BroadVision.Transformed a non-performing group of software engineers into a successful, congruous team of developers who created a weblog analytics product which was delivered on schedule and in budgetEstablished formalized procedures for vendor management.Initiated procedures which formalized team relationship with product marketingEstablished formalized requirements planning and project scoping

Implemented strategy to profitably shutdown a declining $1B Server Systems Business while funding a startup data warehouse business. Managed groups of up to 35 developers, product managers and technicians internationally in such diverse areas as Platform I/O, NT Application Engineering, Call Center Engineering, SAN Engineering, Hardware Continuation Engineering, Third Party Products.Analyzed multiple groups and activities to determine critical needs vs. potential outsourceRealized first time profitability for the Platform Business in 2000Delivered critical revenue and reduced R&D expenses which funded startup business (Teradata) within NCRRe-engineered staff of 400 person organization deploying internally and externallyTransitioned product line to 90% outsourced engineeringSponsored key customers enabling >$100M of revenue per year

Directed a group of 20 engineers and product managers responsible for all features installed within NCR Server Systems. Supported features included SCSI mass storage products, SCSI host adapters including Fibre Channel and RAID, Network Interface Cards (NIC), and other peripherals such as keyboards, monitors, mice and modems. Responsibilities included Mass Storage and NIC roadmaps, realization of roadmaps, vendor management, level 4 support, and life-cycle management of feature content. Launched NCR's SAN (Storage Area Network) programAchieved annual 10% product cost reductions via qualification activitiesOutsourced bulk of feature engineering activities and managed the vendor relationship

Managed the NCR Server Mass Storage Roadmap covering SCSI disk, tape, and optical drives as well as RAID, SCSI and Fibre Channel host adapters. Maintained the Mass Storage Roadmap representing $90M annual spendDirected the technical management of 20 OEM vendorsDirected qualification activities that ensured 10% annual reductionsConsolidated supplier base to fewer key suppliers

Selected and qualified OEM vendors and SCSI magnetic tape and optical drives to be used throughout the AT&T GIS System 3000 product line. Held quarterly vendor performance reviews.Managed technical relationship of 12 OEM vendors representing $10M annual spendRealized 5%-10% cost savings per year due to qualification activitiesCreated roadmaps and managed integration with the 7 AT&T GIS system houses

Established a new production facility within 30 days for NCR. Managed the production floor, the manufacturing engineering group, and the IT group as well as inventory control.Designed and implemented a production floor supporting a 300 PC per shift capacityRealized required infrastructure critical to launch of the first NCR direct channel marketing program

Directed the qualification and manufacturing support of Micro Channel boards and SCSI CD-ROM drives that were used in multi-processor servers from four divisions at NCR. Technical Management of six OEM vendors.Developed BUSBOY, a computer assisted tool that tested Micro Channel boards at the bus level

Developed applications and systems that streamlined the testing procedure for manufactured computers. Served as project leader of the Unit Test Engineering group from 1991 - 1992Reduced Unit Cycle times by as much as 80% while significantly increasing out of box quality