Client: United States Coast Guard C5I Infrastructure Services Directorate (ISD)· Lead a team of 10 providing strategic advisory services and program management support to the USCG IMS Program Office in oversight and execution of a $969M performance-based initiative transitioning CG to an infrastructure-managed service model. Public Trust Clearance.· Provide leadership, coaching, and guidance to team members in the execution of tasks covering the following: Cultural Transformation/Communications, Performance Management, Oversight, Budgeting/FP&A, Task Order Development, and Contract Administration and Governance.· Develop presentations (C-Level/workforce), press releases, and organizational change management messaging related to program activities. Develop and maintain the program’s website. Prepare Congressional responses.· Support and advise COR during the ten-month transition of 7 incumbent contracts to the IMS Vendor. Ensure vendor activities are performed in alignment with the performance work statement and that USCG dependencies are executed. · Monitor vendor performance and deliverable submission against their schedule, maintain an internal risk register, and participate in weekly vendor risk reviews. Review and provide feedback on vendor formal deliverable submissions. · Develop the Quality Assurance and Surveillance Plan and governance structure to facilitate monitoring activities and assessment of vendor performance. Accomplishments include process, tool, and dashboard development for CG reporting of monitoring activities and mentoring of CG resources in process execution. Evaluation of SLAs, and KPIs for trends and provide recommendations on better-fit metrics (relative to the measurement of vendor performance) · Provide advisory services related to PWS gaps, vendor performance, and new and task order changes. Develop intake process, assist COR with request analysis, and business units with requirement development for new task orders.

· Manage overall relationship with program clients, driving quality delivery in alignment with contracts/client needs. Set focus on strengthening client relationships, customer satisfaction, and financial performance; cultivating strategic partnerships in alignment with company vision; enhancing revenue, and employee development. · Provide leadership to global cross-functional project teams to keep projects within timeline, scope, and budget without sacrificing quality and client satisfaction. Escalation point to resolve project issues and remove roadblocks.· Proactively own program accountability, synthesizing project-level statuses into executive-speak for communications and status reviews. Lead governance efforts. · Point of contact for program-related issues. Maintaining frequent client communication, managing expectations, and establishing trust-based relationships that drive satisfaction and retention. · Concurrently execute as a project manager planning and guiding projects from inception through monitoring and delivery. · Mentor project managers to grow their project management, agile acumen, and leadership capabilities.· Work with Change Management team to ensure training, artifacts, and communications are in alignment with the SOW.· Identify revenue enhancement opportunities. Actively engage with sales/vertical teams. Improved communication and alignment between delivery, sales, and leadership teams via establishment of weekly meetings and program dashboard.· Collaborate with peers and leadership to assess risks, identify gaps, and recommend improvements to data governance, the Salesforce platform, and Release Management. Led MTX project teams to deliver applications—such as COVID-19 testing/vaccination administration, pandemic-related grants, cannabis licensing, and education program compliance—within greatly compressed timelines. · Technical: Salesforce CRM, Azure DevOps, Copado, Google Suite, Solution delivery – Agile, Project Mgt - Waterfall

Client: DC Government, OCFO/OCIO· OCIO Program Manager on a District/Vendor management team leading the delivery of a complex, 5-year, $80M tax system digital transformation project implementing Fast Enterprises GenTax Solution (MITS) and web portal (MyTax.DC). · Establish and drive program management and governance functions including meetings, milestone tracking, status reporting, risk & issue management, escalation processes, documentation, resourcing, and other internal processes. · Provide regular status updates to steering committee, stakeholders, and executive leadership. Established success metrics and monitored and reported progress.· Managed project financials and vendor purchase orders. Worked with Tax System Director on hosting and maintenance and support budgeting/planning. · Work with OTR Communications and Change Mgt vendor to execute Communication Plans and plan informational taxpayer briefings/messaging. Composed correspondence, webinar presentations, FAQs, and training materials. Participated in language reviews.· Drafted RFPs (e.g., IV&V, Change Mgt, Contact Center as a Service (CCaaS)) and assisted District OCIO/Contracting staff on change order review. · Interfaced and established positive working relationships with stakeholders—such as the IRS, other District agencies (e.g., DCRA, OCTO, RPTAC), external vendors (banks, collection agencies, credit card vendor etc.) —that drove achievement of project’s integrations, banking, and payment processing requirements.· Collaborated with TSG Director to develop vision for the integrated business/technical Tax Center of Excellence in alignment with the Office of Tax & Revenue strategic vision and operational needs.· Served in concurrent role as project mgr. for the incorporation of the District’s Clean Hands Certificate process into the MyTax portal. Application reduced OCIO operating costs and streamlined process for taxpayers by providing real-time compliance status and certificate.

Client - Amtrak• Managed the human services technology portfolio comprised of initiatives with budgets ranging from $700k to $5M. Provided full lifecycle oversight; budgeting, scheduling, staffing, vendor management and extended to change management including communications, developing training strategy, creating material and delivering training. • Led successful delivery of multiple initiatives to assess and mitigate compliance risks, implementing technical solutions that reduced risk of employee litigation, improved adherence to Federal reporting requirements, rectified FRA audit findings related to the Drug & Alcohol Testing Program, and reduced Amtrack exposure for fines.• Worked closely with client to create a 3-year strategic project roadmap that addressed business needs, established priorities, and set expectations.• Authored, applied for, and successfully secured $225K competitive federal grant, which supported completion of a compliance initiative.

Client: DC Government, Office of the Chief Financial Officer/Office of the Chief Information Officer· Stepped into project management role for an in-progress Oracle E-Business Suite (EBS)/Hyperion implementation that was facing performance, scope, and budgetary issues. · Worked with vendor, cross-functional stakeholders, and leadership to reset the project, redefining methodology, metrics, project execution rules, standards, policies, and procedures to improve outcomes. · Collaborated w/ the CIO to develop an OCIO IT Strategic Plan. Created an OCIO Service Catalog. Collaborated with District PMs to develop and document an OCIO PMO Delivery Methodology. · Resource planning, cost estimating, and project readiness for large scale tax system modernization initiative. Outreach initiative to all OCFO agencies to identify reporting gaps, integrate data into Cognos, and develop reports.

Client: Department of the Assistant Secretary of the Navy (FM&C), Financial Mgmt. Office · Managed a team providing business advisory services to the FMO in conjunction with the Navy’s SAP implementation. Services focused on strategic planning, process improvement, research/white papers related to audit readiness, Command communications and stakeholder briefings, change management, system compliance with DOD Financial Mgt regulations and internal controls, data conversion, ERP metrics, SAP upgrade/expansion, and grant and reporting requirements.· Primary management contact and customer liaison. Provided oversight, quality and cost control, staffing, customer satisfaction and relationship management. Established program dashboard to provide client up-to-date status on the various initiatives, contract financials, issues, and risks. · Worked with Senior Director to identify opportunities within program for task-order add on. · Key contributor to Defense Sector BAH proposal responses

ACAS was a publicly traded private equity and global asset management firm · Managed day-to-day operations for Corporate Financial Application resources including provision of operational and functional support, system enhancements and project management across cross-functional teams. · Managed the evaluation, selection, and implementation of ancillary financial applications including ImageNow (document management), ADP e-Time (time management), and MS Dynamics.· Served as department audit liaison for system Sarbanes–Oxley (SOX) reviews/issues. · Led a major internal company initiative, serving as project lead for the development of PRISM—a proprietary, flexible loan management system that could handle origination and servicing for any kind of lending product.

Senior Manager, Corporate Financial Systems, AES Corporation, Arlington, VA Senior Consultant- Financial Services, Morgan Franklin, McLean, VA |Client: US House of Representatives, Chief Administrative Officer Financial Services DivisionSenior Consultant, Savantage Solutions, Rockville, MD| Clients: US Treasury FMS, Concert CommunicationsSenior Finance Manager, Nextel Communications, Reston, VADirector of Accounting, Tenet Healthcare, Washington, DC