Successfully managed a Cybersecurity Basic Purchasing Agreement (BPA) in support of the US Department of Commerce (DOC) that provided Project Management for Continuous Diagnostics and Mitigation (CDM), Enterprise Security Operations Center (ESOC), Zero Trust, Identity, Credential, and Access Management (ICAM) and Anti-Phishing as well as Cybersecurity Policy, Federal Information Security Modernization Act (FISMA) Compliance, Cybersecurity Engineering, Cybersecurity and Network Architecture, Cybersecurity Supply Chain Risk Management (C-SCRM), Microsoft Azure, Assessment & Authorization (A&A), IT Audits, Information System Security Officer (ISSO), Cybersecurity Training, Office of Secretary (OS) Security Operations Center (SOC), Azure Architecture, Solutions Architecture, Budget, IT Capital Planning, and Acquisition Support servicesUnder my leadership, in FY21 the program earned Excellent and Very Good Contractor Performance Assessment Reporting System (CPARS) ratingsThe FY21 CPARS stated: “Under this task order the contractor functioned as a valued partner in delivering mission- critical cyber security support services. The contractor has demonstrated the ability to establish effective processes for timely delivery of quality support in these areas, at fair and reasonable labor-hour and firm-fixed-pricing, providing DOC with valuable services across a broad customer base. DOC looks forward to further partnership with the contractor under the follow-on order that was recently placed for these services”Established program vision, led and mentored the team to meet the challenging performance objectivesCollaboratively worked with the incumbent contractor to enable uninterrupted support and knowledge transferGrew the number of FTE positions from 25.5 to 40+ at the maximum BPA utilization

Improved performance of the IT Shared Services Program in support of the National Oceanic and Atmospheric Administration (NOAA) by establishing program vision, motivating and mentoring a team of 30 employees and subcontractors at 8 Continental US (CONUS) and 1 Outside Continental US (OCONUS) locations, driving organizational change, developing Service Level Agreements (SLA)s, new processes and Standard Operating Procedures (SOP)s, improving service ticket handling and vulnerabilities mitigationThe team consisted of Tier 2 and 3 Help Desk, IT Infrastructure and Operations, Unified Messaging Service (UMS) - Google Apps/Cloud and Mobile, ISSO, and Cloud Access Securities Broker (CASB)UMS Team delivered 100%, 24/7/365 email, storage, and applications availability to over 12,000 NOAA customers,The Help Desk and IT Infrastructure and Operations teams supported over 3,000 CONUS and OCONUS customersStabilized the team's performance and was a key player in the development of the recovery strategyRealigned staff to improve performance and program profitabilityUnder my leadership, the team reduced the ticket backlog from 9/15/2017 through 4/20/2018 by 75% (525 to 132) without an increase in Tier 2 Help Desk staffOversaw National Weather Service (NWS) domain migration. The team migrated over 700 users on-scheduleManaged the successful execution of the Commercial off-the-Shelf (COTS) CASB implementation projectThe CASB Government Program Manager stated: “Mr. Chechik’s extraordinary project management support had been instrumental to keep the job within scope, budget, and time. Mr. Chechik also has been an asset revising the documentation and deliverable by ensuring the Team met and exceed the customer expectations”Grew revenue by adding 5 FTEs, including several SME positionsDeveloped collaborative relationships with Government clients

Successfully managed $43MM FPAF and CPFF multiple task order program in support of the Office of the Secretary of the US Department of Commerce that consisted of Network Operations Center (NOC), Security Operations Center (SOC), Computer Incident Response Team (CIRT), Information Assurance (IA), Cyber Security, Web Development, Customer Relationships Management (CRM), System Administrator Tier 3, Help Desk Tier 2, and Personal Identity Verification (PIV). Over 200 FFP, CPFF, FPAF & T&M subtask orders had been successfully executed.Turned-around operations and improved client satisfaction by establishing program vision, motivating and mentoring a team of 45 direct reports, driving organizational change, developing SLA’s, new processes and SOPs, improving service ticket handling. Oversaw successful execution by technical staff of virtualization (DoC Private Cloud), data network monitoring enhancement, VoIP upgrade, data network upgrades, DNSSEC, SSLVPN/AnyConnect, TLS, MPLS, IPv6, PIV/PKI, Websense, SIEM, EPO implementations, data center consolidation and relocation projects, building renovation IT support; development of executive business intelligence dashboards; and timely mitigation of security vulnerabilities.Managed infrastructure services in support of a federal network to provide world-class IT services to over 4,500 users.Developed program/project management plans (PMP), quality control plans (QCP), staffing plans, and PMO documentation.Built excellent working relationships with government clients, successfully negotiated complex contractual issues and served as a primary point of contact for the client.Grew the contract by providing timely, compliant and comprehensive responses to RFPs, often on a compressed schedule.Worked collaboratively with Business Development on RFPs for major GWACs on-ramps and GWAC task orders.In December 2015, my team received a letter of commendation from the CIO of the Department of Commerce.

Provided programmatic support to $299MM/year FDA Generic Drug User Fee Act program.Developed PMO documentation - deliverable matrix, schedule; risk management, change control, and communication plans.

Led Advanced Boresight Equipment (ABE) programs in support of 24 aircraft platforms for the the U.S. Army, Navy, Air Force; international clients. Managed Acoustic Gunshot Detection product line. Built superb working relationships with the U.S. Government; and domestic and foreign commercial clients.Built a culture of employee empowerment, collaboration, and personal growth. Partnered closely with AAI Integrated Supply Chain, Engineering, Operations, and suppliers on continuous improvement.Identified and documented PMO best practices, developed metrics and program management processes.Led diverse Integrated Product Teams (IPT) that consisted of project managers, scientific, engineering, manufacturing, procurement, finance and contracts personnel at multiple locations in a matrix organization. Proactively communicated with all business stakeholders, developed status reports, led program reviews and meetings.Developed program plan, Statement of Work (SOW), Work Breakdown Structure (WBS), Integrated Master Plan (IMP), Integrated Master Schedule (IMS), Estimate at Complete (EAC), Estimate to Complete (ETC) and budget.Managed program scope changes, ensuring timely approval and communication to all stakeholders.Monitored budgets and performance using Earned Value Management System (EVMS) and financial metrics.Conducted risk analysis and risk management, led issues resolution and escalation.Played a key role in strategic planning and annual operating plan development for the ABE organization. Partnered closely with Business Development in conducting data-driven analysis of technological trends, markets, and customer requirements to develop new marketing strategies and technology roadmapsLed and developed proposals for the U.S. Government; domestic and international clients.

Played a key role in engineering support, process improvement, and project and operations management.Developed and qualified processes and fixtures for manufacturing of implantable medical devices. Achieved $100K /year costs savings by designing, qualifying, and implementing an innovative braze fixture. Reengineered an assembly process using Lean and Six Sigma to reduce a pacemaker component cycle time by 67% and labor requirements by 25%.Resolved a potential patient safety issue on a compressed schedule by applying Six Sigma methodology.Developed concept, cost estimate, and a business case for a robotic palletizing cell with automated an vision components inspection.Developed laser and electrical welding processes and fixtures, helium leak, electrical test and dimensional test fixtures.Developed Installation (IQ), Operation (OQ), and Performance (PQ) qualification plans and conducted qualifications.Conducted new design software, equipment, and process evaluation.Expertly used Solid Works, an advanced 3-D CAD software, to design components and assemblies.Effectively used Oracle ERP to manage workflow and inventory in order to achieve challenging budget and schedule goals.Played an instrumental role in the transfer of the medical device manufacturing plant from Columbia, MD to Tijuana, Mexico.

Provided engineering support, designed fixtures, tools, and gages for manufacturing of Beretta firearms.Accepted, qualified, and transferred to production a flexible manufacturing system (FMS) that machines frames for Beretta 92, 96 pistols and 390 shotguns.Expertly used Unigraphix NX, an advanced 3-D software, to design parts and assemblies, including integral gunlocks for U22 Neos and 3032 Tomcat pistols.

Managed development and fabrication of automated coil manufacturing systems and machines through complete lifecycle for GE, Delphi/GM, Visteon, Chrysler, Ford, Honda, Phillips, Siemens, Celestica, Teledyne, Teleflex, Tyco, Allen Bradley, Mercury Marine, Lucent, Eaton, Sunbeam, AO Smith, etc. Developed system and machine concepts, cost estimates, project schedules, business cases, conducted feasibility studies.Supervised engineering cross-functional teams that consisted of up to seven mechanical, electrical, and control engineers and technicians.Designed automated systems and machines in close collaboration with the parent company in Italy.Expertly used AutoCad, an advanced 2-D CAD software, to design weldments, castings, sheet metal and machined parts, assemblies, machines, and systems.Was employed by EPM Corporation prior to it being acquired by Marsilli.