Serves as the Vice President of Business Development for StraCon Services Group; responsible for strategic partnerships, teaming, capture management, proposal development/management, and data calls in support of organizational initiatives and programs. Researches customers, competitors, solutions, specific opportunities, teaming partners, and key personnel to capture government contracts. Establishes contacts with potential customers, develops and provides company awareness/capabilities briefings, provides information for bid/no bid decision making, and helps develop/foster teaming with partner companies. Manages key stakeholder relationships and keeps senior leadership informed and engaged in advancing strategic partnerships with clients and industry partners.

Serves as the Director of Business Development for StraCon Services Group; responsible for strategic partnerships, teaming, capture management, proposal development/management, and data calls in support of organizational initiatives and programs. Researches customers, competitors, solutions, specific opportunities, teaming partners, and key personnel to capture government contracts. Establishes contacts with potential customers, develops and provides company awareness/capabilities briefings, provides information for bid/no bid decision making, and helps develop/foster teaming with partner companies. Manages key stakeholder relationships and keeps senior leadership informed and engaged in advancing strategic partnerships with clients and industry partners.Program Manager for Naval Undergraduate Flight Training Systems Support Program Office (PMA-273), overseeing 18 individuals and a $2.2M annual budget. Task Manager for StraCon’s support of the Naval Aviation Training Systems and Ranges Program Office (PMA-205), which provides warfighters with state-of-the-art training systems specific to a wide array of aircraft, affording U.S. Navy and Marine Corps aircrew and maintainers with the knowledge, skills, and abilities that enable mission success. Supports PMA-205 efforts in acquisition and life-cycle management of training systems including flight simulators, part-task trainers, maintenance trainers, and associated training curricula to ensure optimum performance for naval aviation. Responsible for increasing StraCon’s staff supporting PMA-205 by over 200% since Sep 2019.Task Manager for StraCon’s support of the Air Combat Electronics Program Office (PMA-209), responsible for providing critical capabilities support to the warfighter in the form of common, fully developed, supportable, and reliable systems that align with the strategic and operational requirements of NAVAIR platform PEO/PMA customers.

Program Manager for Naval Undergraduate Flight Training Systems Support Program Office (PMA-273), overseeing 18 individuals and a $2.2M annual budget. Acts as the overall lead, manager, and administrator for the contracted effort in support of aircraft subsystems, Acquisition Category (ACAT) III-IV programs, and Abbreviated Acquisition Programs (AAPs). Serves as the primary interface and point of contact with Government program authorities and representatives on technical and program/project issues. Oversees contractor personnel operations by developing procedures, planning and directing execution of the technical, programming, maintenance and administrative support effort and monitoring and reporting progress. Manages acquisition and employment of program/project resources and controls financial and administrative aspects of the program/project with respect to contract requirements.Serves as the Business Development Manager for Pax River Operations; responsible for strategic partnerships, teaming, capture management, proposal development/management, and data calls in support of NAVAIR programs. Researches customers, competitors, solutions, specific opportunities, teaming partners, and key personnel to capture government contracts. Establishes contacts with potential customers, develops and provides company awareness/capabilities briefings, provides information for bid/no bid decision making, and helps develop/foster teaming with partner companies. Manages key stakeholder relationships and keeps senior leadership informed and engaged in advancing strategic partnerships with clients and industry partners.

The American Veterans Assistance (AVA) Group is a service-disabled veteran owned non-profit organization located in Southern Maryland that provides assistance to veterans and their families. Our initial mission focuses on military-to-civilian transition support services for veterans in the local area where we work in conjunction with the Department of Defense (DoD) Transition Assistance Program (TAP) to provide seamless transition services to our veterans. Our services include job fairs, mock interviews, resume assistance, salary negotiation techniques, mentoring sessions, instruction on proper interview and business attire, professional networking events, and job placement opportunities. We’re veterans helping veterans successfully navigate the transition to civilian employment.

Lead and managed a team of 18 individuals with a $3.4M annual budget in agile development supporting NAVAIR 4.0P’s transition from paper flight manuals to interactive, digital content delivered via an eFC Mobile Application displayed on approved electronic devices (iPads, Android, etc.). Led the eFC project through the CMMI Level III for Development process to attain the certification for AMEWAS. Conducted Business Process Improvement (BPI) studies, which identified efficiencies across NAVAIR 4.0P operations that reduced editorial production time by more than 50% and reduced associated costs by more than 65%. Implemented efficiencies that reduced AIR-4.0P overall operating costs by more than 15%. Researched, proposed, and implemented a new end-to-end workflow to process proposed NATOPS/NATIP changes from inception to implementation that reduces turn-around time to the warfighter. Created and manages the Project Management Plan (PMP) including the Master Schedule, Work Breakdown Structure (WBS), and operational budget for the eFC effort. Lead and managed a team of 12 software developers in support of Strike Planning and Execution Systems (PMA-281)/Naval Air Warfare Center (NAWCWD) Joint Mission Planning System (JMPS) related tasks ranging from Naval Mission Planning System (NavMPS), Next-Generation Open Mission Services (NOMS), A/C profiles, patches, framework support, Weapon Engagement Zone On Target (WEZOT), Electronic Knee Board (EKB), Aerial Refueling (AR) Tool support, Project Janus/Impact, and a Virtualization Study. Successfully expanded (over 12 months) and sustained AMEWAS Full Time Equivalent (FTE) support of PMA-281/NAWCWD efforts by more than 400%.

Responsible for the safety and airworthiness of the Presidential Helicopter fleet. Successfully led and unified the efforts of 350 government and civilian engineers through 17 major modification efforts while maintaining 100% operational availability and mission success rate. Primary interface for the vertical and horizontal integration of systems engineering requirements throughout the multi-disciplinary NAVAIR competency aligned engineering directorate. Achieved major program milestones including IOC and FOC three months ahead of schedule for the Lift Improvement Program for the VH-3D aircraft, which increased the overall torque margin by 6%, expanded operational capabilities, and exceeded user requirements. Identified, assessed, and mitigated a potential single-point-of-failure in the testing of critical avionics components by securing external funding of $763K to procure an additional automated test equipment bench, which saved over $44M and ensured operational availability remained at 100%. Implemented procedures that reduced maintenance time associated with aircraft transport by 42%. Reduced the associated functional check flight hours from 10 to 2 hours, representing a savings of $585K per trip, equating to $2B over the service-life of the aircraft, and increased aircraft availability for HMX-1 in support of the President. Managed the budget and performance of $16M/year Software Support Activity (SSA). Authored Performance Based Specifications, RFPs, and SOWs for 17 air vehicle and avionics modifications. Liaison for communications and avionics requirements between the White House Military Office (WHMO) and White House Communications Agency (WHCA). Led the analog to glass cockpit upgrade program (CUP) and 401C engine upgrade for the VH-60N which increased the torque margin by 17%. Researched, proposed, and implemented a VIP-1 seat upgrade that integrated a fully crash-attenuating seat, increased occupant survivability, and reduced overall aircraft weight.

Completed a resident intermediate-level professional military education course designed to prepare participants for command and assignments to high-level Marine or joint/multi-national staff with a focus on DoD and governmental inter-agency cooperation and coordination.

Directed a team of 57 personnel in the successful attainment of over 200 percent of the assigned officer recruitment mission while managing a $1.6M annual budget. Flew over 800 mishap-free flight hours and provided instruction to over 450 potential aviation officer candidates in 11 different Type/Model/Series aircraft in support of recruiting efforts. Led the efforts of a geographically dispersed team spread over an 11-state region in attaining over 200 percent of the assigned officer recruitment mission. This additional production helped ensure critical categorical staffing goals were met Marine Corps wide. Served as the Contracting Officers Representative (COR) for MCFOP, responsible for providing technical recommendations to the Contracting Officer in determining suitable aircraft for use in the program and providing input to SOWs, RFPs, WBS, and other efforts for contracts pertaining to aircraft used in MCFOP.

Employed Earned Value Management (EVM) techniques and implemented appropriate corrective action in the forecasting, planning, and tracking of over 102,000 flight hours annually, equating to a budget of over $850M. Created and implemented a streamlined process for forecasting and tracking flight hours, which was adopted as the Marine Corps standard. This process enabled the $850M annual budget consisting of over 102,000 flight hours to be executed within 0.01 percent of forecasted. Provided monthly briefings to the 2nd MAW Commanding General and his staff on the status of the FHP. Integrated the Sortie Based Training Plan (SBTP) into 2nd MAW and its subordinate units. Conducted post depot-level maintenance test and aircraft acceptance flights at Fleet Readiness Center East.

Successfully managed the safety program, its $700K annual budget, and ensured the safe return of 13 aircraft and 125 personnel during two combat deployments to Iraq. Responsible for the identification, assessment, development, and implementation of risk mitigation strategies. Provided Operational Risk Management and Crew Resource Management training to all aircrew. Served as the standardization instructor pilot for the squadron and the Marine Air Group. Flew 348 combat missions in support of the Multi-National Peacekeeping Forces in Iraq and Liberia.