Responsible for planning, coordination, and portfolio integration within an Air Force Program Executive Office (PEO) Enterprise Integraton organization. For a major Air Force ERP transformation program, work closely with senior management to establish program-wide work structure, plans, schedules and costs. Monitor, track, and manage engagements across teams to ensure coordination and alignment with the plans, schedules, and activities of internal and external stakeholders. With an enterprise-wide view monitor and track dependencies across organizations and teams to ensure accomplishments synchronize to meet enterprise milestones. Surface risks and issues related to enterprise integration and drive their mitigation and resolution. Develop and maintain a number of complex metrics.

Directed the program business and schedule organizations for a $600M CMMI level-3 Oracle ERP integration contract with the Air Force. Maintained the integrity of the contract by managing the financial and schedule risk of the program. Planned, directed, and controlled financial management, earned value management, schedule management, supplier agreement management, and data management. Was the liaison with administration organizations, including contracts and sub-contracts. Monitor, control, and report on financial, schedule, staffing, contract and subcontract information. Set budget and schedule goals and directed multiple waves of detail planning, established a successful collaboration approach, facilitated cross team and project planning sessions, and provided risk and issue resolution. Directed the integration of a more than 40,000 line 120 file resource loaded master schedule using MS Project Server. Developed critical paths, orchestrated schedule design and analysis sessions, and managed schedule tracking and progress reporting.Developed and instituted a twenty-four-point plan for multiple successful program starts. Performed staff selection, establishment of work breakdown structures, coordinated budget setting and distribution, served as the operational focal point for collaboration between finance, accounting, contracts, sub-contracts, facilities, program management, and control account and hiring managers.

Managed several major multi-year competitive and sole source IT development, sustaiment, and integration proposals ranging from several thousand to almost a billion dollars in support of the Air Force. As Senior Business Architect successfully coordinated and authored large complex and countless small price proposals. Directed the pricing strategy, strategic plan, effort estimation, labor category and skill set selection, pricing, scheduling, sub-contractor selection, margin analysis, and proposal compliance.

For multiple IT modernization and sustainment programs developed and monitored multi-year proposals and budgets; established control accounts and work package plans; developed staffing plans; interfaced daily and at multi-levels with accounting, sub-contracts, contracts, purchasing, operational units, senior management, and the customer. Facilitated cross-team communications and planning.

Managed up to 65 professionals and maintained and developed software for a large financial institution's wholesale, leasing, accounting, and sale of receivable systems. Supported the existing legacy system while developing a new integrated system. Administered a five million dollar budget and staff in three states, while interacting closely with the customer and multiple automobile divisions and manufacturers in the United States and internationally. Developed and maintained a five year, eighty million dollar strategic plan and directed a client-server development project. Actively involved in the design and creation of an innovative host-based system that expanded GMAC's customer base while significantly reducing their development costs. Conducted leadership classes in planning, control, measurement, and salary administration and was involved in strategic and resource planning.