Summit for Management Consulting provides business consulting and management services in Program Management, Project Management, Risk Management, EVMS Supply chain, IT, Engineering, – 20 years experience. Also, logistics, finance, supplier management, QA/QC, Enterprise Resource Planning, contract management – 10 years experience. Industries: DOE, DOD, DOT, DARPA, IT, Nuclear, Environmental Remediation, Wind, Solar, Hydro, Aerospace, recycling, rail transportation, manufacturing, retail, global warehousing, engineering, and civil and maritime construction.

Embedded consultant for project controls, contract definitization, task order development, federal EVMS compliance, and monthly performance. Reporting to the central office Director of Cost and Systems Integration. Helping build a high performing team in the central office, providing support to our customers, and establishing innovative tools and processes.

Control Account Manager under DOD EVMS regulations. Directed establishing EVMS tools and processes. Assumed Management for program management scope (100+ FTE, $72M) including management, IT, Cyber Security, Contracts, Supply Chain, Risk, Engineering, QC, QA, Finance, and reporting. SME for federal EVMS certification per EIA-748, NDIA, and DOD. Tools: P6, Cobra, IFS, Finance DB, Deltek Acumen.

Lead the projects to double the distribution infrastructure in China including Warehouse Management Systems (SAP) and new distribution centers. Enabled the first secure public cloud solution for Nike’s Manhattan WMS using Amazon AWS and Microsoft Azure. Pioneered project key deliverable tracking and detailed financial accounting that resulted in the lowest cost of DC capability upgrades and setup projects in the organization. All projects delivered on time and under budget using Agile and Scrum within the overall Nike methodology.

Servicing CH2MHill, Plateau Remediation, Central Project Controls Office. • Administrator for exercising the Oracle Software Development Kit for Primavera P6.• Communicating to senior management, DOE evaluation criteria and corrective actions to all projects ($5B) including an internally managed Corrective Action project plan.• Executing EVMS business processes including Baseline Schedule changes and quality checks.• Deployed MS SQL solution for taking performance against the contract for payment (Rules of Performance).

Deploying an enterprise wide P6 8.3 Project Controls solution that includes a migration from P6 version 6.0 and integration points with Asset Suites, PeopleSoft, and Primavera Cost Manager / Earned Value Manager. Admin for P6, Oracle, and WebLogic.

Director of Project Controls and reporting to the Vice President of the Portfolio Management organization. MSA is a joint venture that includes G4S (formerly Wackenhut), Lockheed Martin, and Jacobs Engineering.Sole imbedded Project Controls Technical Consultant (DOE Level 22) in the Portfolio Management Organization (PfM). PfM provided an Integrated Hanford Lifecycle Plan that consolidates the portfolio of projects from all major contractors, as well as post contract planning schedules into an integrated enterprise environment. This includes a state of the art multi-touch media center, geographic visualization capabilities, and customized IT solutions for project controls.• Operated as the agent for the DOE processing the month end financials.• First MSA PfM employee to receive an “Outstanding Customer Service” award for work as the Primavera/Oracle administrator, developing a centralized project controls solution that allows the DOE and the major contractors to operate in the same database for creating and managing cost and schedule for 1.2 to 2.7B annually over 50 years duration.• Directed the setup and deployment of multiple enterprise wide IT systems from contract initiation in August of 09 up through meeting major contract deliverables such as the PACE center and migrating all major contractors through two enterprise wide system upgrades.

Lead Program Management scope for implementing an integrated suite of business management tools that included Oracle Primavera P6 with Maximo and Click.

BOEING, IT PROJECT MANAGEMENT, FUNCTIONAL INTEGRATION - Everett, WAProviding consulting services and managing the IT systems architecture, tool development, process documentation, and training for new product development (Functional Integration – Systems Design).

D.O.T. WASHINGTON STATE FERRIES, TERMINAL ENGINEERING - Seattle, WAManage multiple enterprise wide construction and engineering projects including detailed budget, Earned Value (EVMS), and Critical Path analysis. Initiated project management standards for P3e/c, financial accounting, earned value, construction, and vendor relationships.Personally managed five projects simultaneously for $25M that were the only projects, on time and on schedule, that matched the budget voted by the Washington State government.The project included the design, bidding, environmental, permitting, tribal considerations, award, mobilization, construction, and closeout.

Engaged a diverse team of Boeing employees to implement a process and Project Management tool solution for managing Service Related Problems (SRPs) that satisfied the aircraft operators and a mandate from the FAA. Managed multiple engineering and business management projects simultaneously.One solution alone solved a languishing switch failure that caused 6 years of gate pushbacks costing tens of thousands of dollars per occurrence. Managed the reorganization and relocation for a 900 person business unit between Everett and Renton with no interruption in service. This involved dozens of managers all with varied staff at multiple locations.

BOEING, SERVICE ENGINEERING INITIATIVES Everett, WAEngaged a diverse team of Boeing employees to implement a process and Project Management tool solution for managing Service Related Problems that satisfied the aircraft operators and the FAA. Managed multiple engineering and business management projects simultaneously. Managed the physical relocation of over 900 employees between two facilities.

Consultant for a group dedicated to streamlining IT architecture and implementing Primavera's Enterprise tool suite starting with the initial version 1.5.•Project Manager for developing and implementing a project management methodology, for use in multiple businesses including the 7E7, 777, 747, and IRC.•Project Manager for testing, integration, and implementation of Primavera P3e 3.0 using MS SQL Server, Oracle, and Citrix with Windows XP, 2000, and 98.•Leader for implementing Critical Chain Project Management using P3e with Scitor PS8.•Presented to a nationally televised audience as a certified Critical Chain expert.•Received highest performance award level for the 787 P3e implementation.

ALSTOM TRANSPORT, RAIL SYSTEMS Hornell, NYLead a team of Project Managers through P3e/c implementation for one of the largest rail transportation and power companies in the world. This solution includes configuring P3e/c Project Manager, Methodology Manager, and Project Reporter, training all users, converting all existing P3, MS Project, and production schedules to P3e/c, and establishing all project data standards and associated processes.All staff was trained in regular meetings and in one-on-one sessions. In six weeks P3 no longer existed in the company and all users were managing $500M in annual program costs without interruption. This services most of the major rail transportation systems on the East Coast (Metropolitan Atlanta Rail, Washington D.C. Metro) but also includes customers such as Sound Transit in Washington State.

AMERICA ON LINE, CORPORATE HEADQUARTERS, ENTERPRISE PROJECT OFFICE Dulles, VADirected a team of Business Consultants to develop an Enterprise wide project management methodology including, hierarchical estimation models for all project data including WBS, status reporting and visibility. This solution included processes documentation, training, and utilized the Primavera Teamplay tool suite.

• 3rd in seniority at the 2nd largest Aerospace employer in Washington State and the youngest engineer to achieve the titles of “Lead” (management) and “Senior” (technical excellence).• Project Manager for continuous transportation projects costing $2M every 27 days. Including most of the fleet of the largest operator of 737s. Aircraft included most models from Boeing and McDonnell Douglass and some from Airbus.• Scheduled and prioritized multiple projects simultaneously and managed engineering staff for all disciplines such as stress, structures, controls, systems, avionics, etc.• Reduced net capital employed for the largest division of Goodrich by 2%. Business plans included in 1996 Corporate Strategy. Resolved work flow issues, warehousing and receiving, accounting, IT systems for inventory, tooling issues, and assets from business acquisitions.• Gained intimate familiarity with FAA regulations, with a DAR working under my guidance.• Project Leader for engineering computer system, built and implemented Access database solutions for engineering, and initiated internship program with the UW.• Pioneered complex solutions for major design flaws on 737 aircraft that were implemented fleet wide by the manufacturer.