Strategy & Business Development, Maritime & Strategic Systems• Executive leadership, Business Development: Responsible for leading strong and diverse teams supporting exploration and business development to define business strategies, competitive landscape, and deliver accurate, complete, and responsive Proposals to the customer while achieving business objectives. Responsible for supporting growth objectives for Maritime and Strategic Systems Line of Business while providing oversight to proposal efforts and ensuring that all activities are compliant to contract and common process requirements.• Programs/Scope: Maritime & Strategic Systems; $20M - $700M opportunities• Leading key business development activities of products and/or services to government agencies or private firms doing government business, while supporting evaluation of new business opportunities, initiatives, partnerships, alliances and/or joint ventures. Leverage strong knowledge of DOD acquisition process and policy to assess market and opportunity sets, develop business and capture strategies, and lead technical teams to position and win new opportunities.• Accountable for development and administration of schedules, performance requirements, and budgets in planning, designing, and implementation of strategic business objectives

Maritime & Strategic Systems, Security Systems (Advanced Information Systems)• Executive leadership, Systems Engineering: program management and systems integration; managing concept development, design, build, and installation of security based information systems (IS) protecting DoD critical infrastructure• Program: Strategic Systems Program (SSP), Nuclear Weapons Surety (SP30, SP31, SP301, SP32, SPK, SPB)• Leading development, design, test, and installation of open architecture computing infrastructure including integration of video management, alarm control and display, network architecture, sensor sets, electro-optical and infrared camera systems, power distribution, and cyber security threat solutions.• Scope: $20M program, upgrade to $800M facility; leading cross-functional design team consisting of 25-30 engineers and subject matter experts across complex capability based matrixed organization• Accountable for all planning and implementation; including cost (Earned Value Management), schedule, technical, risk management, and cost-benefit analysis to support design changes• Responsible for external customer interface, requirements and scope management, and vendor contract management

• Executive leadership: business development & relationship building, 25 engineers and $15M revenue leading hardware engineering, Information Technology (IT)/Network, and Cyber Security (CS) initiatives• Program/Customer: Strategic Systems Programs (SSP), Nuclear Weapons Surety (SP30, SP31, SP301, SP32, SPK, SPB)• Led customer engagement, coordination and execution of NSWC Crane portfolio at SSP Headquarters, Strategic Weapons Facilities (SWFs), Program Management Office Shipboard Systems (PMO SPS), USAF, and NNSA.• Successful execution within US Government Nuclear Safety and Security regulatory compliance structure• Developed strategic plan to increase technical relevance of key business line for National security mission• Cultivated/nurtured key partnerships across headquarters, field activities, private industry, and academia• Increased assignment of technical subject matter experts by 300%, exceeded business development targets through successful project execution and management of program financial, technical, schedule and risk metrics• DoD Civilian Position/Grade: Engineering Manager/ND-0801-05 (Demo System, GS-15 Step 10 equivalent)

• Executive leadership: management, focus on compliance/quality/risk/safety, 150 personnel and $40M revenue• Program: SSP, Launcher Branch (SP22); led transition of Launcher Support Equipment Design Agent (DA) and In-Service Engineering Agent (ISEA) roles from Northrop Grumman to NSWC Crane Division• Program: SSP, Missile Branch (SP27); Fire Control/Guidance Branch (SP23); Navigation Branch (SP24); managed sustainment of Electrical Support Equipment (ESE) for vendor validation of electronic parts and subassembliesT• Program: Program Executive Office Integrated Warfare Systems (PEO-IWS), Supply Chain Risk Management• Directed strategic transformation of division, resulting in clear identity in product/services technical leadershipo Security Systems, Supply Chain Risk Management Enterprise Information Systems, Electronic Test, US Government/DoD Regulatory Compliance and Independent Validation/Government Oversight• Applied change management principals to evolve business lines while preserving organizational culture/diversity• Leveraged innovative communication tools to transition engineering technical authority from industry partners• Established matrixed alignment as critical enabler for quality management, with 25% growth in division revenue

Management and Technical leadership responsibilities managing programs across DoD customers, including NAVAIR, PEO-IWS, USAF, NAVSEA, PEO-U&W, and NATO programs:Joint Special Operations & Response Department May 2009 – Dec 2009Re-Engineering Lead (staff to the department director) Expeditionary Systems Engineering Division Jan 2009 – May 2009Technical Project Manager, National Response MissionsMunitions Division Mar 2007 – Jan 2009Technical Project Manager, Airborne Strike & Defensive Delivery Systems In-Service Engineering Branch Apr 1999 – Mar 2007Branch Head/Project Manager Conventional Ammunition Program Office Feb 1997 – Apr 1999Program Manager, NAVSEA Conventional Ammunition Maintenance – PEO-IWS3CRocket Warheads & Fuzes Branch Feb 1988 – Feb 1997Project Manager/Project Engineer