• Led the organization's senior leadership through the development and alignment of strategic initiatives.• Established and managed processes to ensure regular review and alignment of the organization's objectives and key results (OKRs) on a quarterly basis.• Developed a comprehensive portfolio-level milestone timeline for the Wireless program, identifying key milestones impacting the delivery of NB-IoT devices.•Led a team of hardware engineers, software engineers and ODM partners in the development of numerous new products where I oversaw the entire program lifecycle from ideation, contracting, design, development, to production.• Spearheaded the development of an NB-IoT Development Kit, targeting hobbyists and enterprises seeking to connect their NB-IoT devices to Dish's network.• Managed the program for building a Device Management Platform, effectively overseeing the management of all devices connected to the Dish NB-IoT network.• Played a key role in leading the transition and consolidation of the HW PMO and the EPMO into a unified DT PMO. Led the team in the development of program processes and standards.• Led a team in the development and deployment of a 5G SIM, enabling seamless connectivity of all devices to the 5G network. This encompassed RFP response review, vendor selection, hardware identification, profile/eSIM profile development, testing, and deployment of both UICC and eUICC.• Led the selection and implementation of a Remote SIM Management and SIM OTA platform, facilitating efficient management of SIMs on the Dish 5G Network.• Directed a team in the selection and implementation of a Device Management platform, enabling effective management of devices on the 5G Network.

•Held the role of strategic and operational technical leader at an online marketing and digital presence agency.•Ensured definitive alignment of business and technology for both IDdigital and its clients, with matrixed responsibility.•Spearheaded process improvements, including the adoption of Agile methods and the creation and mapping of client initiatives. These efforts resulted in reduced website build and support response times.•Led a multidisciplinary team consisting of product designers, UI/UX designers, developers, and project managers in the successful creation of numerous complex websites, applications, and features. Served over 150 clients across 20 industries.•Implemented project management and IT operations standards organization-wide. These standards encompassed project management, incident response, problem identification, and scheduled change/update/upgrade management. Ensured high-quality outcomes for both internal and external clients.•Optimized organizational performance by carefully selecting, leading, and managing relationships with over 20 vendors.

As a faculty member of the University of Phoenix, teach graduate level students in Project Management, Program Management, Strategic Alignment and Implementation, Quality Management, Health Care Informatics and Systems Life Cycle Management.

Responsible for enterprise/global project, program, and process management. Select initiatives include:• Search, selection, implementation, and support of a new PPM system to optimize the outcomes for the organization resulting in a cost reduction of $500k in license fees over 3 years. • Creation of a configuration and capacity management plan of core client facing systems to standardize the allocation of human and technical capital to the organization. • Development and implementation of enterprise wide IT Governance system.• Standardization and compliance of an IT Governance structure to better align the organization with client initiatives.• Re-engineered and implemented new PPPM processes organization wide as well as metrics and reporting capability aiding senior leadership with critical decision-making.• Direct leadership of 115 critical PPPM technical process changes.

Department of Defense consultant for the development and implementation of ITIL v3 and ISO 20000 best practices. • Consulted DoD senior leadership to quantify business/technical alignment of project efforts. • Organization’s consulting representative for negotiating its Microsoft Enterprise Agreement resulting in a cost savings of $17.9 million.• Developed an ITIL based ISO compliant Software Asset Management program (including the centralization of software licensing) resulting in an organizational dashboard of owned licenses and total cost of ownership.• Created and managed the organization’s Change, Release and Configuration Management system resulting in a defect reduction rate from 30 percent to 2 percent.

Project leadership of client system implementations and upgrades (hardware and hosted solutions).• Led all aspects of building and managing an enterprise Project Management Office (PMO) including strategic visioning, process creation, technology/vendor alignment and selection, client support alignment, and staffing allocation/selection.• Direct project leadership for 90+ projects with an aggregate budget of $1.2B.• Consulted with TriZetto senior leadership and PMO governance board on state and federal technical mandates for client security and compliance systems. • Designed and implemented an organization wide PMO performance metric and reporting capability providing both the client and internal leaders with real-time project quality information.

Technical project manager for IT projects with wide breadth of technical, geographic, cost and complexity. Select projects include:• Led technical teams from six different states in the planning, designing, development, testing and deployment of a large scale, multi-platform system• Technical PM for the implementation of a enterprise core services system combining the operational practices and workflows from 15 different diverse organization resulting in a single, integrated system• Assessed operational workflow to aid senior leaders in determining how best to infuse technology to enhance performance • Consultation and project lead for enterprise wide re-engineering of project management efforts resulting in the adoption of an enterprise PMO with new project and program management processes.• Development of the national IT strategic roadmap and key investment priorities.• Capability Maturity Model Integrated (CMMI) assessments to determine current service management maturity levels resulting in an ITSM roadmap and action plan for improvement.• Led the innovation analysis team to identify new enterprise technology strategies resulting in core infrastructure changes improving stability of systems and security of data.• Organization wide ITIL best practice solutions development and implementation resulting in improved Incident, Problem, Change and Release management processes.

Senior Planner/Trainer – 91st Training Support Brigade• Developed training plans for units deploying through Fort Carson in support of current military operations• Consulted senior organizational leadership on: leadership skills, decision making process, tactics, strategic planning and organizational issues • Led a training and evaluation team of six in mission planning, execution and evaluation• Advised senior level officers on the deployment assessment of medical unitsDirector of Human Resources – 64th Forward Support Battalion• Served on the senior leadership team for the organization• Directed a staff of seven in HR and administrative actions of a 500-person organization• Led weekly staff meeting with all of the organization’s senior management• Implemented new policies and procedures designed to improve customer service• Consulted with high and mid-level management on personnel issues to effectively solve problems.Clinic Administrator – 64th Forward Support Battalion• Responsible for scheduling, training and supervising fifty professionals that provided patient care, patient holding, x-ray, laboratory, dental, emergency care, preventative care, medical record and mass casualty planning• Senior leader for medical evacuation and mass casualty planning and execution• Managed the human resources functions for the organization by interviewing, placing, and evaluating all employees• Designed and administered a data base that tracked patient’s medical records, which was adopted by all Fort Carson clinics• Coordinated and managed a $5 million budget while devising new techniques for saving the organization fundsDirector of Operations – Evans Army Community Hospital• Directed staff in all unit field operations• Interfaced with the executive staff on a regular basis for short and long term planning• Responsible for numerous public relations programs which greatly improved union relations and employee morale

Lead project manager for a 14-hospital system responsible for enterprise wide implementations impacting both IT and business workflows. Select projects include:• Consulted senior IT leadership team on identification of new technologies to improve clinical workflow, IT standardization, and the development of a centralized PMO that would improve the outcome of future projects.• Project leader for the successful implementation of ITIL change management methodologies across the enterprise. • Project lead for the standardization of organization wide IT customer support operating procedures resulting in a 35% decrease in response time, a 25% reduction in resolution time and clear measurement of KPIs. • Conceptualized and facilitated the implementation of centralized IT services model resulting in the ability to support greater geographic coverage with limited IT resources.• IT leadership of 43 IT professionals that provided Tier 1-3 technical support, problem resolution, project management, application development/testing, and remote customer support.