Lead the Air Force Portfolio across the Delivery Segment with primary role as Account Executive (Portfolio Lead) to all Air Force mission heroes. In addition, leverage and utilize Program Management knowledge and skills to plan and direct delivery efforts to each of our accounts. In addition, I coach Air Force Vertical Leads and Delivery Effort Mission Managers leading to top-tier customer service and execution.

Serve as a DevSecOps Product Manager leading the Party Bus Value Stream within the DoD Platform One offering. Responsible and Accountable for a team consisting of civilian, military and contractor personnel, delivering Platform as a Service (PaaS) services to multiple external customers. Leading the cultural and organizational changes regarding software development and acquisition across the Department of Defense.- Coached and mentored a cross-functional team of civilian, military, and contractor personnel to successfully deliver Platform as a Service (PaaS) offerings to diverse public sector clients. Directed portfolio of services totaling $45M to enable value across customer organizations, scaling and modernizing Department of Defense software for the warfighter- Hosted and accredited production applications through a regimented continuous Authority to Operate model, enabled on cloud-native infrastructure, resulting in average 26 days to deploy into Impact Level 2, 4 and 5 production environments- Leveraged collaboration and communication skills to establish the Software Factory Coalition. Led 8 impactful synchronous events, resulting in increased collaboration and grassroots-led contributions to Goal #2 of the DoD Software Modernization Strategy

Serve as Director and Deputy Chief Information Officer for all European Theater communication and network customers. Lead, coach and mentor multi-functional team of 15 personnel across all Enterprise IT Service Management Processes. Responsible and Accountable for annual budget of $15M to support various agreements and underpinning service contracts to ensure IT service delivery to US Army Europe and Africa. Champion Theater-wide intake of customer requirements through initial triage, requirements analysis, staging/planning and ultimately execution using transparency and feedback with customer engagement throughout the process.

Member of the 2nd Theater Signal Brigade IT Service Management Office, working to develop a common intake and analysis process for customer requirements. Focusing specifically on Business Relationship Management and developing our IT Service Portfolio with established and agreed upon Service Agreements. 🤛

- Project Manager for all BENELUX IT and other IT related projects. Responsible for providing direction, coordination, and advice relative to IT management involving the areas of Non-Secure Internet Protocol Router (NIPR), Secret Internet Protocol Router (SIPR) Network enclaves, Telecom and automation within 39th Signal Battalion Areas of Responsibility. Develops plans, policies, and procedures to detail the complex business operations and utilize project management skills to sustain and move assigned projects towards completion.- Battalion Continual Service Improvement (CSI) process manager leveraging ITIL best practices. Develop a CSI process framework as it pertains to the Battalion and how we can better begin improving service throughout the 39th AO.- Oversaw the content and knowledge management of the Battalion Knowledge Management System. Worked directly with end-users to gather requirements and create innovative solutions for sharing information

The DCMA Innovation Lab (iLab) seeks to discover different perspectives in how we do business. The iLab intakes ideas, suggestions and potential solutions to business problems and rapidly prototypes solutions to see which are minimally viable. Early success and failure is emphasized so as to learn and adjust using objective data against predefined high level objectives.- Responsible and Accountable for creating a vehicle for ideas to go through rapid ideation from anyone in the business, assessed based on business and strategic impact- Initiated, planned, executed and completed 45 new and emerging technology projects for insertion into the DCMA iLab, of which 15 became instituted in the production environment- Minimized risk to five business information systems in development by allowing proof of concepts to be executed in the iLab to quickly ascertain what technologies and/or architectures were viable

- Develop and maintain software automation tools for DCMA field personnel- Gather functional requirements, decompose into allocated requirements and monitor software design, implementation and test throughout software development lifecycle- Communicate the DCMA Information Management Division's mission to 10,000+ DCMA field personnel through webinars, on-site training and one-on-one support- Perform project management tasks to ascertain IT project status, brief status to senior and executive-level personnel and follow-up on special tasks and/or studies

- Led and Integrated Systems Engineering, Software Engineering, Earned Value Management, Quality Assurance and Production Surveillance activities on Acquisition Category (ACAT) I Major Defense Acquisition Programs- Performed analysis on functional input, identified risk drivers for each programmatic area and kept stakeholders aware of trends, impacts to program success- Reported monthly predictive analysis on programmatic issues in terms of cost, schedule and technical performance- Collected and analyzed Earned Value Management performance data and utilized EVM tripwires in the areas of Cost, Schedule and Technical Performance

- Executed Software Acquisition Management on three Acquisition Category (ACAT) I Major Defense Acquisition Programs (MDAPs)- Performed Software Quality Assurance System Audits (ISO 9000), Process Reviews and Product Examinations to identify deficiencies throughout Software Engineering Lifecycle- Utilized the Capability Maturity Model Integrated (CMMI) Model (v. 1.2 & 1.3) to perform in-process reviews so as to ensure industry best practices were utilized- Served as Technical Quality Assurance Representative in Afghanistan performing contingency contract administration services and data analysis on contractor service performance

- Performed end-item inspection & acceptance on the $8.7B Stryker Light Armored Vehicle Program- Initiated corrective action requests and verified corrective action proposals- Analyzed quality assurance & production data for variances and reported metrics to customer on quality engineering issues, in addition to using statistical process control methods to ensure process control