Leading a Team of Cybersecurity Professionals supporting our nations Naval Shipyards.

Cyber Security and Federal Policy Compliance for Industrial Control and Occupational Safety Systems-Steering and affecting an implementation of commercial occupational safety cyber technology in Department of Defense infrastructure. Providing insight into the pitfalls of operation in a complex and continually shifting environment with specific regulation driven requirements. Breadth of scope includes NIST 800 series, DOD 8000 series, and OSHA policy management and controls. Implementation environment is also one that must operate within continuously tested and contested cyber defenses. Provide additional insight into professional engineering methodologies to manage risks of safety and medical systems.-Off-contract research into Cyber risk and mitigation techniques for Consumer and Commercial “Internet-of-Things” devices and the resultant governmental policy impact.

RMF Subject Matter expert and supervisor supporting Navy Authorizing Office (NAO). Led business process development, Navy RMF Process Guide, eMASS Workflows and Operation Triton Bastion: RMF Campaign Plan

-Responsible for IT Enterprise Architecture and Configuration Management for 25K personnel atWarner Robins Air Logistics Center. Developed innovative strategies for DOD 8000 seriespolicy management and controls to include enclave environments in the Weapon System MissionArea covering Acquisition, Life Cycle Management and Depot development/sustainment.- Provide delegated CIO oversight of the Federal FISMA policy and code with regard to allInformation Technology acquisitions on Robins AFB. Personally review more than 700acquisitions/investments per year, equating to $32M in assets, providing expertise to all levelsof leadership and personnel within the acquisition process.- Responsible authority for development of Demand Management and Investment PortfolioManagement (PfM) for 78 ABW Communications Directorate.- Oversee and advise Center Executive Leadership on Investments covering the Center IT Portfoliototaling $135M in Capital Equipment, Facilities and Human Capital. A Standard PfM processimplemented and completed for first PfM cycle 22 July 2009. Active participant with integrationof Governance methodologies with in 78ABW/SC. Incorporated elements of these methods intoPfM processes and structure. Worked in conjunction with ITSM and ITIL processes to ensureService Catalog implementation is done in close coordination with the Demand ManagementProcess. Established the Functional Requirements Review Board (FRRB) and PortfolioInvestment Review Board (PIRB) 78 ABW Communication Directorate.- Provide technical leadership and guidance in operational safety, suitability and effectiveness of AirForce IT specializing in de-conflicting mission requirements with information security practicethrough detailed analysis utilizing an Information Security Body of Knowledge and SystemsEngineering, Requirements and Acquisition expertise.

 Acted as the extension of the CIO or Deputy CIO in harmonizing/meshing/connecting technologywith the 6000 person 402nd Maintenance Wing plans/goals/objectives. Helped customer organizations exploit communication and IT capabilities to enable core missionobjectives. Improved collaborative IT decision making, situational awareness, and performancemanagement across the Wing including major stakeholders. Implemented capabilities basedportfolio management and investment review practices that ensure requirements and investmentsare aligned to Center mission objectives

 Supervised 10 employees including 3 contractors. Oversaw the planning and execution of over$600,000 in annual IT purchases. Managed the execution of an IT helpdesk responding to 100 calls per day, 1500 work-orders peryear, supporting 1200 users, 17 buildings and 600 computers. The network environment includedthe operation, design and implementation of policy, procedures, and workforce structure to design,develop, and implement secure network environments and IT Products. Implemented Toyota Lean Methodologies to lead RAFB in turning Information Technologyimprovements into reduced aircraft repair flow days, and increased mission capability rates foroperational units. Proud member of the workforce and contributor to efforts that lead toachievement of the SHINGO prize in 2005 by the C-5 Programmed Depot Maintenance