Client: Transportation Security Administration• Assisting the Transportation Security Administration’s (TSA) Office of Information Technology (OIT) with development of its 2016 IT Strategy Plan. • Applying theory of change and logic model concepts to help develop effective performance measures associated with strategic objectives.• Reviewing the content and effectiveness of OIT’s management controls and related surveillance/reporting processes. • Generating recommendations for identifying appropriate controls and improving management control program implementation.

Client: Federal Aviation Administration• Led the task order performance measurement program (as a subcontractor) on for a large engineering and infrastructure consulting contractor. • Assisted task order managers to define quantitative performance metrics for individual task orders and establish data collection and analysis plans for performance data• Conducted automated surveys of contract customers to obtain qualitative performance feedback on task order performance for the Program Management Office• Developed automated tools for collecting, compiling, analyzing and reporting aspects of task order performance. • Developed and presented recurring training on task order performance measurement

Client: Strategic Planning Function (Internal)• Assisting internal business strategy implementation efforts by developing performance logic models, with end/intermediate outcomes and measures, to chart a measurable pathway toward achievement of strategic objectives.Client: Veterans Health Administration (VHA)• Facilitated/coordinated an acquisition-focused Integrated Product Team (IPT) for the Veterans Health Administration (VHA) to obtain physician recruiting services firm. • Applied process improvement expertise to help the Team develop a streamlined recruitment process roadmap.

Client: Centers for Medicare & Medicaid Services (CMS)• Assisted CMS to create a Strategic Management Playbook as a guide for internal strategy planning efforts.• Prepared best practice briefings on integrating strategy with enterprise architecture, aligning strategy with mission-vision-values, change management, and process improvement to informal Playbook efforts• Assisted a Federal PMO with crafting its annual review of its Federally Funded Research and Development Center (FFRDC) accomplishments.• Recommended interventions to PMO for improving task order initiation, execution monitoring, and evaluation of results, based on a standard "performance framework"• Developed improved tools and training to help project sponsors align proposed task order work with strategic priorities and promote innovation• Developed a set of standard operating procedures (SOPs) for conducting SES annual performance plan and appraisal processesThe Performance Institute• Developed, taught, and facilitated public courses and workshops offered by The Performance Institute, covering topics of: -- Strategic Planning -- Developing and Using Performance Measures -- Transforming Performance Data into Useful Information -- Change Management and Communications Planning

Client: U.S. Army – Installation Management Command (IMCOM)• Facilitated development and implementation of the Common Levels of Support (CLS) program, including new performance management business processes to help the Army meet strategic resourcing requirements• Planned and facilitated over 30 week-long cross-functional Service Analysis Teams (SATs) to define installation support programs, set priorities, and establish performance measures and costs for installation-level services. • Helped IMCOM coordinate the CLS initiative with IMCOM’s other corporate management initiatives focused on cost and performance management and continuous process improvement.Client: Grant Thornton – Management Consulting practice, Washington, D.C.• Collaborated with the Firm’s Chief Knowledge Officer and staff to tailor the corporate knowledge management program for use by the Washington D.C. management consulting practice• Led implementation efforts for roll-out of corporate knowledge management initiative, including taxonomy development, communications planning, and SharePoint configuration• Worked with senior practice leaders to define knowledge taxonomy tailored to the local shared information environment• Trained over 200 consultants to use the knowledge management system and perform related business processes.Client: Federal Aviation Administration – ADS-B Program• Coordinated and led recurring activities of a key program governance board, (whose members included FAA program leadership), and actively facilitated its monthly meetings.• Helped establish and implement the program’s formal process for controlling changes to the program’s performance measurement baseline (PMB), and assisted SBS to develop, monitor, and report achievement of program goals.