Responsible for standing up and leading the Portfolio and Service Enablement Team (PSE) within the Programs and Strategy Tower. Dotted line to CTO, the new team is responsible for Portfolio Management, roadmapping, budget planning and analysis and service delivery excellence for Cyber.

Stood up and led the Product Operations team within the CTO tower. A pioneer within the Enterprise, the innovative approach for standardizing Product Management within Cyber enabled the establishment of standards and processes leading to a collaborative and data driven approach to Product Management and Executive Leaders.- Set and launched the strategy for Product Operations. The clear value proposition elevated the challenges experienced by Cyber Product Managers which in turn led the Cyber Leadership team to explore other opportunities for alignment within the organization to increase efficiencies and reduce operational costs.- Established and delivered a methodology for the Cyber services to deliver strategic outcome based roadmaps. The effort shifted the focus from tactical to strategic and was the foundation for Cyber’s first Strategic Portfolio Reviews as well as Services Quarterly Roadmap Reviews. 67% of Cyber services were delivering against their strategies within 6 months of implementation and Executive leadership was enabled with the information needed to prioritize work and informed decision making with the services teams.

Stood up a Professional Services organization comprised of Project Managers, Business Analysts and other specialized consultants to lead the delivery of solutions for a Service -disabled Veteran-owned Small Business (SDVOSB) providing a commercial off the shelf (COTS) FedRAMP/DISA IL4 authorized, cloud base PCS solution for the federal government. - Completed a SWOT analysis that led to the delivery of a POA&M to the Executive Team within 60 days of hiring. The plan was reflective of strategic milestones required to continue running their Product based business while standing the Professional Services organization without the need for additional headcount. 100% of the milestones were met according to plan. - Implemented a service delivery methodology following PMI and ITIL practices. The methodology brought a standardized approach to delivering solutions, and as a result increasing customer satisfaction and employee morale. - Set standard KPIs to measure utilization and profitability, leading the company to better position services during the sales cycle. - Developed a Professional Services revenue and billing forecast supporting the finance team with the management of cash flow for the company.

Provided strategic direction and oversight to a 60+ team of IT and cybersecurity professionals supporting the CDM DEFEND E Program. Service Strategy specialized in Service Delivery excellence, Program Management Office services, Program Financials, Procurement, and Resource Management. Most significant accomplishments included: - Set the service strategy and transformed the organization in a record period of 8 months. Turned around 80% of the leadership staff while increasing employee morale and bringing additional $10M in revenue for 2020. - Established a Program Management Office (PMO) from the ground up to support not only the CDM DEFEND E Program but also ManTech’s cybersecurity model by implementing Scale Agile frameworks - Developed a new Service Delivery model able to build strong and sustainable relationships within DHS and the DEFEND E agencies. The Service Delivery model is a driving competitive differentiator for ManTech to date amongst the other CDM competitors in the market. - Established a Business Management Office responsible for Financials, Procurement and Resource Management services supporting a $664M program with a current program portfolio of +$100M.

Promoted from Professional Services Manager, DOD• Develop and implement Managed Services PMO framework including policies, procedures, and expectations. New framework resulted in streamlined processes and cost savings including a decrease in client onboarding from 90-180 days to 15-60 days.• Manage all phases of PMO, ensuring IT programs and projects meet objectives and requirements.• Lead team of five direct reports and over twenty cross-functional indirect reports.• Develop program capture tools that help account teams develop a more accurate level of effort (LOE) in support of professional services opportunities.• Implement more effective tools to communicate program and project metrics to stakeholders.• Establish Portfolio Financial Reviews Ops tempo allowing consistency between programs as well as regular opportunities for analysis and recommendations. • Provide leadership and subject matter expertise for DoD and Civilian clients requiring program/project management services. Lead multiple subcontractors, independent contractors, and OEM partners in the delivery of complex projects.• Effectively partner with account teams, establishing strategic relationships with clients to position consultative service engagements. • Drive company process improvement initiatives including ISO 9001:2008 standard to ISO 9001: 2015 standard transition, corporate scorecards, and data analysis in support of strategic planning.

• Provided program management expertise in support of DoD Office of the Deputy Chief Management Office (DCMO) business operations transformation. Led a group of four direct reports and a team of 17 indirect reports.• Relied on to provide expertise on DCMO strategy and represent agency amongst other DoD agencies to collaborate on a Service-Oriented Architecture approach using waterfall and agile methodologies.• Oversaw budgeting and forecasting; led the execution of all project deliverables and work products; conducted internal and external project reviews; developed and delivered monthly status reports.

• Part of the executive team, oversaw corporate level projects during a critical mission refocus, connecting PMI methodologies and business process management.• Managed corporate and professional services projects for federal and state and local government customers with budgets of $4M to $10M.• Led conception and execution of various strategic and operational business transformation initiatives including Activity Based Costing (ABC) model, automation of profit and loss statement reports, and CAS and FAR compliancy.• Selected to recover projects that were behind schedule, had budget overruns, and/or quality issues. Successfully led team to deliver projects on time, within budget, and at highest levels of quality while adhering to aggressive timelines.

•Project Management of Product Life Cycle and Production of one of #1 remote car starters on the aftermarket automotive industry.•Managed transportation of domestic and international exports and imports•Forecasted, planned production, and scheduled for the entire production facilityDeveloped and tracked timelines and manufacturing project shipments to meet financial objectives.