Provide pro-bono advisory consulting to the Executive Director of Climate First! (environmental nonprofit).Work with other board members to determine strategy, programs, and events, as well as assist with various organization campaigns/initiatives.

As a Sr. PM at NFCU:  I use various systems development methodologies (including agile, iterative waterfall, and waterfall) to:o Lead teams to develop/refine user stories (agile), business and technical requirements (waterfall), design, develop and test functionality, work with IT operations and business divisions to prepare for system transition, and finally deploy and support systems. I facilitate optimized scrum ceremonies (sprint planning, daily scrum, sprint review, and sprint retrospective).  Helped lead an effort to modernize the enterprise Fedwire Automation System (solution for bank wires, securities, Western Union cash transfers, and cashiers checks). The upgraded solution “ePass” allows for introduction of new services, automated processing of transactions, enhanced risk and fraud mitigation, and easier integration with back office and other payment systems. Led an effort to discover current-state IT and Information Security processes, and prepare for the establishment of an enterprise key management practice. Led effort to upgrade Informatica platform (v9.6.1 to v10.2).  Led effort to update systems to outsource collections activities (to collect on loss accounts). This resulted in increased collections and lower costs. Led business and technical teams to implement the following compliance and security systems, utilized by over 8 million members: o Global eSIGN compliance system (present disclosure at login, capture user activity audit trail)o Statement Delivery Preference system (suppress/un-suppress paper statements; capture audit trail)o Secure Password Reset (replace Challenge Questions with RSA Out of Band notifications to phone) to help prevent Brute Force incidents/attacks; decreased fraud cost by about $6M a year as a result.o Google reCAPTCHA (v3) security system (helps ensure humans - not bots - are accessing systems)o Strengthened Username and Password features to help secure authorized users and NFCU members

Provide strategic business consulting (about 200 hours per year) for DC-area non-profits.I channel my talents and training into community service for maximum community benefit. I work on interesting, interactive, high impact and meaningful projects with smart and committed fellow volunteers. I also have provided project management training to Compass Project Leaders and Deputy Project Leaders. As a Deputy Project Leader, I assist Project Leaders in:  Overall management of the project, developing a project plan, ensuring that project objectives are achieved  Sustaining the momentum of the project; Coordinating the team-client relationshipo Setting expectations with team and client and facilitating communications, decision points, etc. o Being clear with team and client about division of responsibilities and contact points Assigning work to volunteers based on strengths and preferences Coordinating team interactions via email, as well as weekly virtual or in-person meetingsProjects at Compass: Deputy Project Leader (2007-present): - Board Development project - DC Greens (2017-2018)- Strategic Alignment project - Byte Back (2016-2017)- Strategic Alignment project - A Wider Circle (2015-2016)- Strategic Alignment project - Washington Area Bicycle Association (2014-2015)- Strategic Planning (2-year) project - Black Student Fund (2011- 2013)- Board Development project - Black Student Fund (2010-2011)- Funding Strategy project - Anacostia Watershed Society (2009-2010)- Strategic Alignment project - IMPACT Silver Spring (2008-2009)- Funding Strategy project - Wendt Center for Loss and Healing (2007-2008) Client Selection Committee Member (Summer of 2008)  Team Member: - Funding Strategy project - The Children’s Inn at National Institutes of Health (2006-2007)- Board Development project - Washington Area Bicycle Association (2013-2014)

Championed and supported Green IT efforts within the Office of the CIO (OCIO), under the Environmental Management (EM) division at the Department of Energy (DOE); DOE is a US federal government agency:• Researched, analyzed, and developed tailored guidance:o Researched best practices and recommended Green IT initiatives and processes to reduce carbon footprint and expenses • Worked with stakeholders (DOE sites and energy savings implementers) to successfully execute the first-ever IT Energy Savings Performance Contract (ESPC) at DOE’s EM sites across the country; this included: o Gathering accurate current-state data (i.e. utility bills, operations and maintenance processes and associated personnel utilized, as well as applications managed)o Installing energy-management software & hardware to accurately identify energy-consumptiono Identifying and implementing conservation measures to achieve savings (i.e. utilizing innovative cloud, virtualization, thin-client, cooling, renewable energy, process/task/staff modifications, etc.)• Collaborated with federal agencies in the Federal Electronics Stewardship Working Group (FESWG) on technologies and methods to implement sustainable IT processes and solutions• Worked with EM sites to help them understand and comply with Federal Electronic Challenge (FEC) requirements• Guided stakeholders to successfully complete FEC annual reports and applications for FEC awards• Developed and submitted periodic GreenIT Strategic Plan updates and reports• Peer reviewed Project Managers’ (PM) deliverables; consolidated PM reports into a weekly program report• Prepared and presented status and next steps in monthly Contract Review meetings with CIO• Analyzed and identified financial and energy-savings figures associated with Phase 1 of the ESPC• Developed a guidance document providing best practice points on sustainable hardware lifecycle management (procurement, maintenance/management, and reuse/recycle procedures) at EM

I served as a Senior Project Manager and also directed a Project Management Office (PMO), consisting of 5 other Senior Project Managers, at the US Office of Personnel Management. My team and I managed enterprise-wide IT projects.Full time consultant at US Office of Personnel Management through the 3 companies below (November 2005 - April 2012): •Global Support Services, LLC (Jan 2011 – April 2012), Senior Project Manager (PMO Lead) •ITSolutions, LLC (Jan 2009 – Dec 2010), Senior Associate (PMO Lead) •CyberLock Consulting, Inc. (Nov 2005 – Dec 2008), Senior Project ManagerPlease see more details under "Senior Project Manager and PMO Lead, US Office of Personnel Management"

Directed a Project Management Office at the Office of Personnel Management (OPM); OPM is a US federal agency; Key contributor and influential member of the OPM Sustainability Team The programs and projects that I led included:• Developing a Project Management Office (PMO), interviewing, hiring, training, and leading project managers to exceed contractual obligations and Service Level Agreements (SLAs)• Creating & standardizing PMI-based project management process and documentation templates for PMO• Mentoring project managers on PMI best practices • Reducing greenhouse gas (GHG) emissions by marketing and expanding the telework program - leading the rollout of the PIV Solution to remotely & securely access OPM’s network per OMB’s HSPD-12 mandate• Assist in development of (and annual updates to) OPM’s Strategic Sustainability Performance Plan (SSPP)• Spearheading effort to gather agency data semi-annually to complete OPM’s Electronic Stewardship Report and working with OPM’s Sustainability Team to complete OPM’s “Sustainability/Energy Scorecard” and submit to OMB, the Council on Environmental Quality (CEQ), and Office of the Federal Environmental Executive (OFEE)• Reducing greenhouse gas (GHG) emissions by leading the “Electronic Stewardship and Data Centers” program – 1 of 8 major goals in OPM’s SSPP to meet or exceed goals of Executive Orders 13514 & 13423• Reducing greenhouse gas (GHG) emissions by managing DTP programs & operations, including an energy-reduction program to convert high-energy-use physical servers to low-energy-use virtual servers: This reduced the need & cost for additional space, energy, and cooling resources at the overwhelmed data center• Managing the major re-architecture and upgrade of the DTP (Dev/Test/Prod) environments; the OPM CIO touted this to be “one of the top 3 achievements of the Office of the CIO in the past 5 years"• Managing enterprise upgrades to MS Office 2007, MS Office 2010, IE 8, Remedy 7.0 to 7.6 migration

I served as a Senior Project Manager and also directed a Project Management Office (PMO) at the US Office of Personnel Management (OPM); OPM is a US federal government agency. My team and I managed enterprise-wide IT projects. Managed multiple programs and projects for the Network Management Group (NMG) in the Office of the CIO at OPM.Full time consultant at US Office of Personnel Management through the 3 companies below (November 2005 - April 2012): •Global Support Services, LLC (Jan 2011 – April 2012), Senior Project Manager (PMO Lead) •ITSolutions, LLC (Jan 2009 – Dec 2010), Senior Associate (PMO Lead) •CyberLock Consulting, Inc. (Nov 2005 – Dec 2008), Senior Project ManagerPlease see more details under "Senior Project Manager and PMO Lead, US Office of Personnel Management"

I served as a Senior Project Manager at the US Office of Personnel Management (OPM); OPM is a US federal government agency. Managed enterprise-wide IT projects. Managed multiple programs and projects for the Network Management Group (NMG) in the Office of the CIO at OPM.Full time consultant at US Office of Personnel Management through the 3 companies below (November 2005 - April 2012): •Global Support Services, LLC (Jan 2011 – April 2012), Senior Project Manager (PMO Lead) •ITSolutions, LLC (Jan 2009 – Dec 2010), Senior Associate (PMO Lead) •CyberLock Consulting, Inc. (Nov 2005 – Dec 2008), Senior Project ManagerPlease see more details under "Senior Project Manager and PMO Lead, US Office of Personnel Management"

Provided project management and business analysis consulting services to various clients.- e-Learning Implementation: Led team of developers and systems engineers to customize, implement, and support Plateau e-Learning Management Systems (LMS) for the National Aeronautics and Space Administration (NASA) and the US Department of Veterans Affairs (VA).- Business Process Re-engineering: To improve the quality and timeliness in production of quarterly reports by the MPC (Marketing Presentation Center), I worked with a team of managers/supervisors in the Investment Services division to successfully “re-engineer” and enhance/replace (as necessary) the processes and roles utilized in the MPC.- Temporarily relocated overseas to form alliances and strategic relationships with various IT companies to perform IT consulting projects. Explored various import/export opportunities between US, China, and the Middle East.- Systems Integrations & Upgrades: Managed 10 projects and 1 program (consisting of 68 projects) from inception to completion, for the Enterprise Technology Solutions (ETS) department at the American Red Cross national headquarters.- Email Migration to MS Exchange: Directly managed team of 18 network engineers on a US Postal Service email migration project, upgrading over 103,000 user accounts from cc:Mail to Microsoft Exchange 2000 at over 44,000 US Postal sites. - Provided project management, business development, requirements management, and acceptance testing consulting services to Hewlett-Packard Company, Phoenix Technologies Solutions, and NIAC.

Led team of developers and systems engineers to customize, implement, and support Plateau e-Learning Management Systems (LMS) for the National Aeronautics and Space Administration (NASA) and the US Department of Veterans Affairs (VA). Setup and coordinated internal General Physics (GP) team planning and status meetings; Served as primary interface between clients, government contracting office, GP’s PMO, developers, systems engineers, and the external vendor; Provided project reports, updates, and other documentation regularly to the extended project team - GP’s PMO, external vendor, as well as direct customer and their end-user clients Coordinated the planning and execution of project tasks with GP team, client team, government contracting office, and external vendor; identified and guided team members to perform tasks, address any concerns/issues/risks, and follow thru to delivery; Analyzed and developed/modified various project documents as necessary (i.e. Project Definition Documents, Project Schedules, Meeting Agendas and Minutes, Status Reports, Technical Action Items Lists, System Design Documents, Visio diagrams of enterprise-wide and regional Domains/Subdomains structure)  Analyzed and addressed new needs/concerns, provided project status, communicated potential issues, and offered respective mitigation strategies at weekly enterprise-wide client stakeholder meetings, as well as at weekly meetings with the government contracting office and the external vendor Worked with GP team, the government contracting office, and external vendor to clearly define scope and respective requirements, and to determine level of effort and schedule for applying standard service packs to both standard and customized e-Learning Management Systems Provided status reports on issues, immediate mitigation steps, and long term problem correction procedures

To improve the quality and timeliness in production of quarterly reports by the MPC (Marketing Presentation Center), I worked with a team of managers/supervisors in the Investment Services division to successfully “re-engineer” and enhance/replace (as necessary) the processes and roles utilized in the MPC. Led managers & supervisors to build/maintain MPC Re-engineering Project master and sub-project plans Led weekly project meetings; Developed meeting agendas, minutes, action items; Ensured sub-team managers & supervisors as well as their team members were on track to meet goals Forecasted risks and issues and developed respective mitigation and resolution strategies Reported project status, risks/issues, and mitigation/resolution strategies to senior management Used Visio and PowerPoint to develop and modify organizational charts and staffing plans as roles and responsibilities within the MPC were modified in each transitional phase of the project Helped enhance key MPC processes and then track their success rates after implementation

Temporarily relocated overseas to form alliances and strategic relationships with various IT companies to perform IT consulting projects. Explored various import/export opportunities between US, China, and the Middle East.

Managed 10 projects and 1 program (consisting of 68 projects) from inception to completion, for the Enterprise Technology Solutions (ETS) department at the American Red Cross national headquarters. Led teams in defining, designing, implementing, and maintaining application systems utilizing SDLC methodologies; Managed schedules/budgets/resources; Ensured successful completion of all deliverables  Led a team of project managers and engineers to successfully complete a program (8th American Red Cross IT Strategic Initiative) to upgrade 68 American Red Cross field offices (from their Frame-Relay network connection to national headquarters to a Cisco 3DES VPN connection to national headquarters) within a 6-month time-frame Ensured development of proper documentation, procedures, performance measures, and SLAs Developed transition plans - while adhering to FDA (Food and Drug Administration) regulations - from project status to on-going operations, maintenance, and support of various systems Led staff in gathering project requirements, performing technology research, architecting solutions, selecting vendors, and procuring products/services to deliver quality solutions within budget and schedule Set and monitored customer expectations, notifying ETS, IT, and customer management of possible delays, overruns, misinterpretations/gaps in expectations; Proposed mitigation strategies and resolutions Assessed the impact of financial, operational, and technological changes required for each project Provided briefings, status reports, budget reports, and presentations to all levels of management Coordinated and actively participated in the recruitment and interviewing of full-time & contractual staff Interfaced directly with IT & NHQ senior leadership and represented ETS at senior management reviews Negotiated with vendors and suppliers to obtain required services and equipment inexpensively and quickly

Directly managed team of 18 network engineers on a US Postal Service email migration project, upgrading over 103,000 user accounts from cc:Mail to Microsoft Exchange 2000 at over 44,000 US Postal sites.  Effectively scheduled & assigned tasks; managed and developed senior and junior engineers ensuring optimal quality and productivity, resolved issues, managed and approved team timesheets, and reported status to senior management. Cut costs by managing a team of 18 network engineers (as opposed to the standard 5 engineers per Team Lead), and by successfully completing project milestones ahead of schedule. Won awards and recognition for outstanding management and exceptional dedication to the project. Managed the migration process which included: connecting to a migration server via terminal services, creating files and scripts needed for migration, creating dummy post offices, connecting to NT router via SMS (Microsoft System Management Server), shutting down router sessions, mapping drives from directory level of cc:Mail Post office to the migration server, checking address pointers, enabling Windows 2000 accounts in Active Directory, performing DirSync, initiating Exchange Migration Wizard, verifying user existence in Active Directory with correct SMTP address and cc:Mail address pointers, checking mailbox sizes to verify successful migration of migrated mailboxes, sending email notifications to Field Email Coordinators and Team Leads after each migration noting any rejected users or problems with migration.

Provided project management, business development, requirements management, and acceptance testing consulting services to Hewlett-Packard Company, Phoenix Technologies Solutions, and NIAC.

Managed multiple projects end-to-end, utilizing Digex’s Engineering, IT, Marketing, & Operations organizations. Assertively organized and drove teams towards end goals; communicated with executive management and extended teams, the milestones accomplished and actions to mitigate risks/issues and control projects Created and maintained project schedules, interfaced with internal and external stakeholder organizations, negotiated changes to work statements as necessary, as well as managed and forecasted project milestones Monitored the technical development process, and advised technical personnel on the conceptualization, development, and implementation of projects, ensured that task deadlines were continuously met Prepared and presented internal status reports to senior and executive management, planned strategies for improvement of processes and continuously developed team members Led documentation walkthroughs, status, and other meetings, ensuring that all action items were addressed Drove ArchiteX 1.0 and 1.1 (1 of 2 major products of the organization) to completion successfully  Developed a standard risk-reporting process as well as other business/technical processes when necessary Helped develop a project management plan defining objectives, scope, dependencies, project team member roles, quality assurance and controls, communication strategy, stakeholders, reporting structure, etc.

Managed all esävio projects in Virginia. Provided pre-sales support in addition to management of multiple projects at various client sites. Worked with Directors and Business Development Managers to develop new business by meeting with potential and existing partners and clients, writing, editing, and proofreading proposals, and helping coordinate the proposal process from start to completion. Recruited, screened, and interviewed prospective employees. Worked on various projects for the following clients: ManTech International Corporation: Various Projects Project Manager (10/00 - 6/01)Projects - HP UNIX Administration and Training Project, High Availability Implementation Project Planning Resources Corporation, Division of Litton: EMS Project Manager (10/00 - 6/01) VeriSign, Inc: Veritas Netbackup Administration Project Manager (03/01 - 5/01) Massey Energy Company: MC/ServiceGuard HA Implementation Project Manager (01/01 - 5/01) Communicated directly with clients’ senior managers weekly, to manage the delivery of services  Provided requirements gathering, resource planning and management, scheduling, scope management, logistics coordination, issue resolution, customer management, communications management, risk management, status reporting, and ensured quality of services delivered  Analyzed and approved time and expenses submitted by project teams, and ensured accurate invoicing Communicated regularly with stakeholders to deliver, resolve issues, manage change, ensure satisfaction Aether Systems: Business Process Development for SAS-70 Audit Senior Consultant (09/00 - 12/00) Documented existing processes and developed desired internal processes and procedures. These included Change Control in the Network Operation Center, and all HR processes (i.e. Hiring, Performance Management, Resignation/Termination, Employee Grievances, Tuition Reimbursement, etc.)

 Coordinated with Engineering and Marketing to develop project proposals, SOWs, schedules, and user acceptance test plans; Documented and implemented approved changes throughout project execution Documented project scope, requirements, and acceptance criteria; established an effective reporting structure; identified project dependencies and resources; identified potential risks - developed mitigation steps and workarounds; communicated effectively with all stakeholders to drive completion of projects Conducted interview sessions with executive, technical, and business candidates Developed an efficient hiring process for Engineering; this process was soon used by the entire company Conducted interviews with engineering candidates; managed a contract recruiter to expand Engineering staff; Initiated hiring of foreign candidates - coordinated their H-1B, and Permanent Residency processes

 Gathered information on the needs and functionality that existing and potential clients desired in future products; analyzed competitor offerings to help determine functionality of future releases Developed product software requirements documents; Coordinated a project where external contractors developed and tested an MS-Outlook customized form to be integrated into OutReach’s software products  Designed interface and determined functionality, at a high level, for various parts of the E-Sell interface

 Recruited, hired, trained, and directly managed 45 employees, to test CONFERease at an off-site facility Managed testers’ schedules, approved timesheets, managed staff payment, and resolved personnel issues Managed the execution of software test cases by delegating work effectively and providing guidance as needed; conducted functional testing, stress testing, and performance testing Promoted to a project management role within four months of working as a software tester

 Provided client help desk support at the central computing labs of Towson University to over 16,000 clients Resolved software and hardware problems - including Internet, e-mail, MS Office, etc.; Took charge and managed lab in times of high volume; Trained and oriented new staff (5-10 assistants trained per semester)