Providing SME technical, program management and business growth expertise in the CBRN, Medical, and DHS mission areas.

Chief Operations Officer of a fast-growing, HUBZone small business of about 50 people, Responsible for all aspects of supporting the company to ensure excellent day-to-day company performance, manage staffing, financial aspects, support to multiple customers, proposal execution, and continued business line viability.

(Engility Corporation acquired TASC Inc.) Line and growth responsibility for $120M, 500-person CBRN/Health-Medical/Security Division supporting multiple federal (DOD, DHS, DOJ, HHS, DOT) and state/local customers with technical services advisory and execution support.• Led team managing over 15 technical programs with > 90% receiving EXCEPTIONAL CPARS customer scores (highest performance rating). Exceeded revenue and profit goals and built deep customer relations. • Drove portfolio growth. Resulted in 8% year-over-year on program growth, 95% recompete win rate and 45% new business win rate over 3-year period with new customers impacted and new capability delivered. Many were won at margins higher than the competition by developing differentiated execution and technical solutions that raised the value point. • Brought proactive and engaged personnel management approach that has consistently maintained personnel retention rate significantly better than the industry average (> 90% vs. 80%), exceeding recruiting goals in very competitive talent acquisition environment using unique approaches, and have developed multiple staff to assume senior management positions.• Negotiated and developed strategic business partnerships and lead mentor-protégé relationships.

Line responsibility for $70M, 250-person CBRNE Division providing technical services support to DOD and DHS.• Turned around flagship CBRN program, changing out the leadership and instilling customer-focused culture to win $250M recompete. Exceeded revenue and profit goals each year.• Expanded portfolio by 20% through winning new business based on program’s reputations, bringing new capabilities to the customer and improving the proposal process. • Built new business strategy, identified new business partnerships and reset others to better align with strategic growth goals, and create better technical solutions. Resulted in new business wins and maintaining base business during declining market period through improved capture process. • Developed program leaders to raise team performance, customer satisfaction, retention and recruiting. Average customer performance scores (CPARS) raised one to two levels.

In the Office of Health Affairs, responsible for department’s National Biodefense (detection, surveillance, response and recovery), Chemical Defense, and Food-Agriculture-Veterinary Defense programs.• Upon assumption of the programs, rebaselined Level 1 major acquisition program to meet operational program and new system test objectives. Defended approach successfully to the department review boards, Congress, and outside evaluators. Restored program confidence through effective strategic communications, improved performance, and met cost/schedule/scope milestones. Fostered Federal, state/local relations to improve quality of operations, emergency event response, and deployment of new system upgrades. • Drove coordination with 12 Federal agencies to execute national biosurveillance program. Rebuilt program, developed win-win approaches to meet national requirements and address shortfalls. • Set vision, strategy, and implementation standup of national Chemical Defense program to address highest priorities. Advocated and received congressional plus-up funding each year.

In the Science and Technology Directorate, held various SES roles from the standup of this new DHS Directorate through maturation to 800-person organization.• As Director of Transition, established CAPSTONE IPT process for 12 cross-cutting DHS research areas that prioritized investment for 50% of the Directorate’s budget and customers. Resulted in first comprehensive investment plan and technology delivery schedule highlighted as best approach in Congressional and GAO reports. • As Chief of Staff, responsible for the Directorate’s day-to-day operation to address personnel, facilities, policy and budget issues, and coordination with program leads.• Assumed duties as acting Chief Financial Officer for submission and defense of $1.5B Directorate budget funded by Congress. Improved financial accuracy, communications, and program value proposition. • As Deputy R&D Director, managed and funded the Directorate’s 5 R&D laboratories and managed the DOE National Lab homeland security research elements’ relationship.• Assumed responsibility and reshaped DHS SAFETY Act program following negative congressional review, then received DHS Secretary’s highest award for performance 18 months later. Established new strategy, processes, metrics, and accountability.

• Held nuclear submarine positions including Executive Officer (2nd in command), Navigator, and various Division Officer assignments• On shore duty held assignments as Navy budget analyst, Navy personnel placement manager, and NSA intelligence analyst