• Partnered with Federal agencies to ensure the EA roadmap enables business capabilities to provide value for the organization.• Assessed application portfolios for functional overlap, modernization needs, and business fit.• Translated business requirements and goals to determine actionable next steps to mature the organization and align with IT and business strategies.• Developed the Architecture Development Framework that detailed methods to develop, document, andleverage EA descriptions and roadmaps.• Facilitated the definition of EA governance processes to guide the operations of the FHWA ArchitectureReview Board.• Assisted with business needs analysis, strategic alignment, gap analyses, and analyses of alternatives for their Financial Management Capability

● Lead Digital Strategy and Digital Transformation efforts● Develop and implement IT Governance processes, including Architecture Review Boards, Change Advisory Boards, and Service Management● Create current, transition, and target state architectures for key client processes and initiatives● Implement Capability Maturity Models for IT capabilities, identifying needing areas of improvement● Partner with C-Suite executives to ensure alignment between corporate strategy and IT priorities● Create portfolio and resource management policy, process, and procedure for IT departments

• Lead Portfolio, Program, and Project Management operations and partners with collaborators in Business Development, Privacy & Legal, IT, Clinical, etc.• Lead efforts to establish Technology, Services, Application, and Project portfolios and generate recommended efforts• Identify opportunities for improvement, generate creative solutions that improve qualitative and/or quantitative performance, and lead execution of solution.• Lead special projects/initiatives to support and enhance capabilities and operational excellence• Collaborate with IT and operational stakeholders to understand and prioritize current and emerging business needs• Monitor integration of solutions into customers clinical and business processes• Serve as subject matter expert on Portfolio Management and Technology Planning and participates in executive conversations• Establish department goals and objectives that are consistent with and lead to the successful achievement of enterprise goals and objectives• Achieve department goals and objectives through effective leadership, management, strategic direction, and budget and business planning• Assess the effectiveness department people, process, and technologies in achiveving department and enterprise goals and objectives• Ensure appropriate use of resources and the management of expenses within budget guidelines• Ensure resources (financial and personnel) are allocated to the correct efforts to achieve business strategy goals• Establish and maintain strategic plans and objectives regarding technology, analytics, and IT services and solutions.

I assisted business leaders in aligning strategic initiatives by providing them with a unified understanding

I led an international project team in implementing of the global ERP system in the United States.

As the Business Applications Manager, I was responsible for managing a diverse group of employees that functioned as the project management office for enhancements to the company's ERP system, in addition to managing and executing my own project workload.In my role I coordinated interdisciplinary teams, both within the IT department and business / functional areas.I worked to continuously improve the project management structure, creating a process that focuses on business integration, alignment, and approval; transparency and accountability; remaining flexible and adaptable to changing business priorities and needs; and eliminating the traditional "black hole" of project management, creating a system that can provide near real-time insight of project status, duration, milestones, and roadblocks.

As the Finance and Operational Analyst I assisted in the creation and administration of a new "gain-sharing" program at Steel and Pipe's production facilities, which directly rewarded high performers at each facility through the use of proprietary metrics. I also focused on improving the operational efficiency of Steel and Pipe's largest fabrication facility. To this end, I assisted in the creation of a new production scheduling system, integrating production planning and scheduling into the company's ERP system.

During my time at Capstone3D the company experienced over 1,000% growth in gross revenue in their construction company. Responding to this growth, I led the transition of moving Capstone3D's accounting system from Microsoft Excel to Quikbooks, and finally to a construction industry-specific solution. By the end of my tenure there I directed all financial aspects of over $4 million in annual work.With the Property Management division I oversaw the transition from a legacy on premise property management solution to a cloud based solution. I managed close to 200 rental units with over 400 residents with total rent rolls of $1.8 million and total property value exceeding $9 million.

As the only non-engineer in the development group, I worked with the department manager to create and communicate the product strategy to dealers and international distributors. I was directly involved in the creation of product graphics and colors, selecting and managing consultants and international suppliers. My role routinely required international travel, including Hong Kong, China, England, and Italy.