Cored Up Architecture - Manage a consolidated team of domain, segment and solution architects managing the IT Architecture for the entire Manufacturing and Quality Systems organization consisting of 220 plus applications that support the shop floors across all factories. Team supports both Legacy application support and future state architecture definition and design. Work with all managers in organization to ensure architecture resource and budget alignment for all ongoing projects and the creation of roadmaps that define the future transition and retirement of legacy systems into future state systems.Future State Roadmapping - Worked to drive improvement in the organization through promoting and leveraging internal team efficiency to improve our quality of architecture outputs. Team has been mapped to SAFe Architecture definitions and have defined standards for deliverable commonality, roadmaps, and cross-team knowledge sharing. The team has created an iterative process to continually evaluate the portfolio of applications within our organization and raise up optimization opportunities. This process has led to the creation of a 5 year transition roadmap to future systems, the retirement of 8 applications in 2020, and the targeted retirement of 18 applications in 2021.

Auxiliary Power Unit (APU) – As an IT Business partner led Boeing engagement in the creation of a joint venture between Boeing and Safran to stand up Initium. Initium is a brand new business requiring new business process, architecture, and systems. Coordinated and lead a cross functional and matrixed team from Initum and Boeing (IT and Business) in the creation of business architecture, business processes, IT architecture, roadmaps, and project management execution artifacts. APU was the first cloud Dassalt 3DX instance to be stood up and used within Boeing for both internal users and joint venture users, and was a pathfinder and early adopter paving the way for future state Product Lifecycle Management systems. APU also mapped out how 3 companies in a joint venture could perform collaborative design enabling design and IP sharing. IT Business Partner – Managed 3 Verticals acting as IT business partner for APU (Auxiliary Power Unit), Insourcing, and Actuation providing consultation, IT resources, and coordinating the IT support across all 3 business units. Also supported defining and negotiating supplier contracts, advice on setting the legal boundaries for new joint ventures and advised on joint creation of new business units and processes by coordinating Business and IT architecture.

Strategic Architecture – Created Federated DevOps design for Boeing 2CES, Path to Production Design, Integrated Test Strategy Design and implementation roadmap. New designs leverage new technologies in DevOps, Continuous Delivery, Continuous Integration and Automation to change the culture and how Boeing IT will work in the future. Currently leading implementation of new designs across Boeing IT to stand up new culture and operating model. SAFe Implementation – Worked on team for Strategic Architecture to lead the organization through a culture change to align with SAFe and begin a new operating rhythm. Worked to establish a culture that encouraged a fail forward fast mentality, belief in iterative design, quick to action, and Agile mindset. Model Based System Engineering – Worked on team to define Model Based System Engineering best practices and implement new MBSE approach within Boeing and change the way software is developed, tested, and architected.Merger and Acquisition Assessment – Performed architectural analysis on possible Merger and Acquisition targets. Performed early reviews of companies’ IT architecture to look for possible risks and/or issues that would need to be addressed and mitigated before contract signing or that would negate a deal.

Leadership Team – Served on Leadership Council for LEAP program in 2017 leading the program through a tumultuous period as the program was scheduled to close at year end. Helped to set vision, strategy, and guidance for the program and communicate and create buy-in for the new class that was unsure of their future as plans were not set with the close of the program. Through role as treasurer was able to create new ways to engage class and ensure that they would get the most value from the program in 2017. Treasurer – As Treasurer of LEAP managed the 1.8 million dollar budget for the program in 2017. Increased face-to-face training opportunities within the program by twenty five percent while also ending the year twenty five percent under budget.Employee Engagement – Worked on special project to investigate Employee Survey results for all of EO&T focusing on Employee Engagement, Recognition, and Vision. Used industry research, statistical analysis and interviews to create data driven solutions for low employee scores. Presented findings and recommendations to senior leadership within EO&T.

Validation and Test Service Lead – Managed the daily operations and budget of the V&T Service. Lead creation of new service, defined vision, operating rhythm, community of practice, culture, implementation timeline, goals, and the communication strategy for roll out of new service. This new service is aligned to ITIL and consists of 40+ direct charging practitioners with an additional 150+ non-direct charging practitioners. Service has cored up testing resources to increase efficiency and productivity. Have reduced budget by thirty percent while increasing quality of work and maintain throughput with less resources. International Organization Setup – Lead the creation of a Boeing India team to support the Validation and Testing Service. Created strategy for how to use new Boeing India resources. Wrote job requirements, interviewed, and selected employees. Set up operating rhythms, training plans, and onboarding plans. Lead process of acquiring export license, data masking, and setting up correct user accounts so that new India resources could access Boeing systems. – New Boeing India resources will allow Production Operations to provide excellent quality of work at a reduced cost while providing 24-hour support. Service Management Office – Member of core leadership team providing guidance, strategy, and oversight for all 15 Production Operation Services. Lead creation of tool and process for all services in production operations to identify the entire statement of work within their service and core up from outside organizations into new service teams. Have worked on multiple aspects and sub teams including executive dashboard metrics, roll out communications and training, implementation strategy and timeline, and the set up and design of Continuous Service Improvement process. This project has consolidated multiple teams and work to make Production Operations run more efficiently and reduced the Production Operations operating budget by 40 million for 2016.

Gamification Initiative Lead – Lead of initiative within Production Operations to leverage the theory of Gamification to increase team engagement, efficiency, training, and morale. The goal of this project was to encourage and promote team improvements in a fun positive way.Prod Ops ITIL Transition – Member of core leadership team providing guidance, strategy, and oversight to transformation project. Worked on multiple aspects and sub-teams including executive dashboard metrics, roll out communications and training, implementation strategy and timeline, and the set up and design of Continuous Service Improvement process. This project will consolidate multiple teams and work to make Production Operations run more efficiently.Workshop Facilitator – Led multiple workshops across organization to create new Service Teams and processes using multiple facilitation tools and techniques. At the end of each workshop a new Work Cell and RAA were in place to begin operation.Cross-Organization Facilitator – Led multiple workshops between organizations to identify opportunities for consolidation and efficiency. At the end of each workshop new improvement projects were initiated.Continuous Delivery Lead – Worked as SME during the creation of a new software delivery process for Boeing IT. Later worked in lead role writing the Implementation plan and supporting the role out. Will allow Boeing IT to deliver business value faster with higher quality at a lower cost.

IPDM Test Team Lead – Implemented new testing program and process using best practices and procedures from BCA. Was called in to consult, as a testing SME, BDS when the program did not meet its schedule. Was able to get program back on schedule with quality releases.Consulting – Have consulted with multiple teams across Boeing IT to provide assistance with testing. – Have implemented best practices and standardized testing and provided recommendations to speed up and improve testing quality.Integrated Test Management - Managed multiple overlapping test cycles, supporting 24/7, collecting status, solving issues, managing environments and keeping management informed of progress and issues. This work ensured that when a software release went to production, it had first time quality and zero defects and did not disrupt a production line.Team Transformation – Led design of team operating structure to help the ITM team operate more efficiently, train faster, and provide more opportunities to junior team members. New structure has allowed the team to operate at a lower head count while supporting more projects.System Analysis – Analyzed change records and data flows using systems thinking and analysis to identify integrations to test in implementation cycles for large multi-application deployments. Developed tracking metrics and analyzed large data sets to identify trends and make recommendations to management. Also identified areas to make corrective actions to meet goals and deadlines. Ran Integrated Unit Testing (IUT), Integrated Functional Testing (IFT), Customer Acceptance Testing (CAT), and Production Validation Testing. RCCA – Performed Root Cause and Corrective Action analysis on multiple projects after implementations and designed new business and software release processes to resolve audit failures.

Helped leadership team plan and deliver a yearly industry summit that brings together multiple manufacturing and software companies to discuss innovations, lessons learned, and industry trends. As a track leader worked to select speakers for event and run the DevSecOps track.

Knowledge Management – Led workshops to collect and analyze internal work trends to create a new portal to aid employees in meeting client needs quickly. Created and ran marketing initiatives for launch of this new tool within the company. – Tool created a way for consultants scattered across the country to easily access the knowledge and expertise of others on different projects.Test Lead – Led team of 10 client testers in Unit Testing and User Acceptance Testing at multiple sites across multiple releases. – Client passed all tests and was able to roll out all software releases on time.Cross Company Liaison – Worked as liaison between business and technical teams in conjunction with both client and Deloitte staff at all levels of organization to communicate current status and help keep teams working together effectively to meet schedule. Enterprise Resource Planning (ERP) – Worked on multiple client engagements involving both Oracle supply chain management SAP, and custom built applications with roles in IT cutover, testing, reporting, project management, business analysis, design, marketing and data load. Financial Analysis – Analyzed company financials and helped build financial pictures and models for proposals and sales initiatives. Also maintained financial charts for project expenses on multiple client engagements. Software Development – Documented, prioritized and tracked technical projects throughout the Software Development Life Cycle (SDLC). Have worked with multiple release methodologies including Waterfall and Agile. Cross Functional Experience – Have worked across all functional areas of business including Engineering, Inventory planning, Supply Chain Management, IT, Security, Sales, Strategy, Divestiture and Marketing. Managed multiple client responsibilities, firm initiatives and volunteer opportunities simultaneously. Received multiple Applause Awards for client work

New Program Installation – Led program to install and initialize Cost Estimating Software System (CESS) and Facility Management Software System (FMSS) – Received Excellence Award for work in making park one of the few in the nation to meet all Congressional mandated deadlines. The park qualified to receive additional budget to complete deferred maintenance by completing the implementation on schedule.Facility Inspector - Inspected all facilities and grounds for the South District of Lake Roosevelt National Recreation Area (LRNRA). Generated work orders for all deficiencies found in park and used CESS to generate expected cost of repairs