Responsibility expanded to leadership of the Contracts & Procurement organization for all Federal business, enterprise-wide across AECOM.

Responsible for the executive management of the Contract/Subcontract Administration and Procurement Departments comprised of approximately 185 professional staff for a $3.2B per year group of professional services companies formed through the merger of AECOM and URS. Responsible for hiring, firing, resource determination & allocation, policy development/implementation, and other responsibilities required for the general management and performance of these departments.

Responsible for the executive management of the Contract Administration and Procurement Departments for a $800M per year group of professional services companies. Responsible for hiring, firing, resource determination & allocation, policy development/implementation, and other responsibilities required for the general management and performance of these departments.

Responsible for the executive management of the Contract Administration, Procurement, and Pricing Departments for a $350M per year professional services company. Responsible for hiring, firing, resource determination & allocation, policy development & implementation, and other responsibilities required for the general management and performance of these departments.

Deputy to the division vice-president and Chief Operating Officer responsible for day-to-day operations for a newly established $155M division within the Public Sector. Established, organized, and successfully stood-up a new organization to capitalize on a targeted high growth market segment. Responsible for development and execution of the growth strategy for the division. Directly responsible for operating the Business Services Outsourcing Center (BSOC). Represented and acted for the division vice president primarily in the following areas: 1) acquisition due diligence, 2) Organizational Conflict of Interest (OCI) issues, 3) high risk program activities, 4) contract negotiations, and 5) new business opportunity price and strategy reviews.

Deputy to the division president and Chief Operating Officer responsible for day-to-day operations for a newly established $450M division within the North American Public Sector. Established, organized, and successfully stood-up a new organization to capitalize on a targeted high growth market segment.

Career move from Contracts to Operations. Deputy to the division president and Chief Operating Officer responsible for day-to-day operations for a $600M division within the Federal Sector. Aided in the overall growth strategy for the division by providing input and counsel to the division president in all areas of operational performance.

Moved to this position after company was acquired by CSC. Responsible for aiding the transition of the contract organization from DynCorp to CSC as a result of the merger between the two companies. Responsibilities included the development of consolidated contracts policies and procedures, development of the strategy for the consolidation of duplicate contract vehicles, acting as contracts lead on select main thrust proposals and acquisitions.

Was the executive who led the company’s contracts, subcontracts, purchasing, pricing, and government property departments. Was directly responsible for all functions within these departments for DynCorp Systems & Solutions (DSS), an information technology company generating approximately $1B per year in annual revenues. Responsible for hiring, firing, resource allocation and budget development/performance for contract administration, procurement, pricing, government property administration, and small business program functions for the entire company. Supervised a staff of ninety-three contracts, procurement, property, and pricing personnel including ten directors. Obtained Defense Contract Management Agency (DCMA)/Defense Contract Audit Agency (DCAA) approved Cost Estimating System, Government Property System, Purchasing System, and Small Business program. Served as the focal point on all matters of a contractual, procurement, government property, or pricing nature.

Led a contracts department responsible for management of the contract administration function of Systems and Technologies Services (S&TS), the largest of the eight strategic business units within DynCorp I&ET - $230M/year revenue. Supervised a staff of seventeen contracts and pricing personnel. Represented the company in matters of contracts, pricing, procurement, performance reviews, and matters of audit conducted by agencies of the United States Government. Responsible for all S&TS contract administration and pricing functions.

Led the contracts department responsible for Managing the contract/subcontract administration and pricing functions for all federal contracts representing approximately $60M/year in annual revenue. Led a staff of five contract administrators including two senior contract administrators. Responsible for overseeing cradle-to-grave administration of complex Government service contracts and any subcontracts issued thereunder.

Responsible for strategic/tactical planning and execution of all business administrative functions within a $5M company. Responsible for finance, accounting, payroll, human resources, purchasing, shipping/receiving, production scheduling, inventory management, product pricing and cash management.

Led business operations function in Software Engineering Programs and Information Systems & Logistics Programs (two out of the four operating divisions within the company). Responsible for all business decisions that affected contract profitability and compliance.

Provided administrative, financial and program management for the Navy, DoD, V-22 full scale development and production program, Naval Avionics Center and the PMA-201 conventional strike weapons program. Performed financial analysis and provided recommendations in the areas of program master planning, risk assessment, acquisition planning, and cost scheduling. Supervised two analysts.

Lead subcontract administrator and responsible for cradle to grave administration of complex 1st tier DoD subcontracts. Responsible for sourcing, procurement, and delivery scheduling for several DoD programs. Also administered several complex, multiple task order government prime contracts including the largest active contract in the company (over 300 delivery orders and $l million/month revenue).

Led crew of six employees in remodeling operations. Was responsible for all aspects of operational performance including profit and loss.

Responsible for procurement planning, financial budgeting, and cost analysis in support of small software development company.