Responsibilities involved oversight of all aspects of a construction and remodeling industry including company management (establishment, accounting, tax and other government reporting, marketing, etc.) and day-to-day project management (design, engineering, construction, cost, schedule and customer satisfaction management). Achievements to date include large and small projects such as:• $130k remodel of The Vine Church in Waynesville, NC. Received high customer lauds for bringing the project in on time, within budget and in compliance with Waynesville’s Commercial Codes.• $100k remodel (plus add-on subcontracts worth $25k) of a private residence in Waynesville NC. The only original walls that remained from the start were three of the exterior walls. Project was fraught with numerous problems to overcome, but all were met with high satisfaction by the customers.• $80k remodel of a private residence in Carmel Valley, CA. With an accomplished licensed architect client from Carmel, CA, overseeing the project, a highly sophisticated architectural project was accomplished on time and within budget to the great satisfaction of the customer.• Numerous smaller projects across all three locations, all met with the highest customer satisfaction.

Hammerheads is a non-profit charity providing handyman services for families in need. Hammerheads volunteers have completed roughly 90 projects throughout Haywood County, NC and Louisville, CO• Responsibilities included: Establishing the program, volunteer recruitment and coordination, project list development and qualification, project planning through execution, providing hands on skilled labor, and volunteer training

Responsibilities involve working with the VP of Development Programs and Director of P&PM to establish the Program and Project P&PM team, tools, processes, and training. Achievements to date include: • Design, education and implementation of Integrated Product Development (IPD) processes and tools such as Integrated Master Plan / Integrated Master Schedules (IMP/S), Work Breakdown Structures (WBS) / Dictionaries, Integrated Product Team (IPT), and Statements of Work (SOW)• Development of a set of templates to accommodate rapid project start-ups such as an IMP/S critical path networks model of the life-cycle of a typical aerospace project• Provided project management consultation, both as guidance and hands-on support to several large ($300-$400 Million) Shuttle upgrade projects

The IRM position reports to and acts as the agent for the company CIO performing all IT management for assigned program areas within LM. The SLS programs employ 3500 people. A key member of the executive teams on the four major programs within SLS, responsible for delivering high quality IT tools and services to their respective program teams. Additional challenges overcome:• Developed annual plans for implementing new technologies while decreasing a recurring budget of $65 million• Rebuilt a team of 100 highly skilled IT professionals fractured by previous poor management and a clash of merged organizational cultures developing cohesion and teamwork• Developed successful solutions for implementing "corporate" IT initiatives, (e.g. tightening internet security) that upset the status quo of existing program operations, keeping customer expectations and satisfaction high

Lead a company-wide Technology Refresh Program budgeted for $21 million, and finished under $17 million. Program was cited at the corporate level as a model example for technology upgrades. Project completed in 18 months, from planning through implementation, consistently achieving high customer satisfaction ratings. More than a simple hardware refresh, the program had 3 areas of focus: re-engineer service delivery processes; build a new server infrastructure; reduce end-user computing devices by 80%. Directing a team of 45 employees and subcontractors we achieved:• Challenged with lowering the annual Total Cost of Ownership (TCO), developed the technical and management strategies and business case demonstrating an average annual reduction of $4 million, (approximately 11% lower TCO) thru selected outsourcing (equipment provisioning, maintenance, moves, adds, and changes)• Developed and submitted an RFP to industry leaders, led the selection team, negotiated the final contract.• Implemented six major distributed computing processes: configuration / change management, help desk and web-based service request, SW distribution, inventory management, and remote server monitoring/alerting• Analysis, testing and selection of all new technologies• Design and implementation of ten distributed server "farms" serving all computing and storage needs• Replaced 7,000 Macintoshes with NT Workstations and provided localized training classes to ease the transitionIn the eighteen months preceding and in preparation for the technology refresh program the following additional projects were accomplished:• Development of a Microsoft-certified desktop “build” process to mass-produce NT workstations reducing touch-labor time from 3.5 hrs to ten minutes (95% reduction)• Design / implementation of multiple master domain and complimentary WINs architectures, and consolidation of thirty-five NT domains to four including generation and re-mapping of 7,000 standardized user accounts

Provided program management for the transition of a 200-person launch vehicle program from Sunnyvale, CA to Denver, CO supported by a team of 20 people and a budget of $9 millionDeveloped critical path planning networks, Integrated Master Plans and Schedules in support of a $1 billion launch vehicle add-on proposal

Provided consultation services to the Defense Information Services Agency (DISA) of the US government guiding them in the development of template integrated critical path planning networks, standard report generation, development of the WBS, and establishing typical program management tools. Efforts were rewarded by doubling the scope of the contract within one year

Worked often as a problem solver in P&PM being placed in poorly managed areas to build sound plans, provide insight, and develop solutions to help get them back on-track. Specific assignments included:• Planning manager for the Titan IV Programmable Aerospace Ground Equipment development program. Lead a team of seven in the development of all P&PM products that were cited as a "Best in Class" for the Titan IV program by the customer's external auditor of our P&PM products.• P&PM lead for the $3 billion Titan IV Follow-on Buy proposal, and acted as deputy technical volume manager• Develop P&PM products for the Titan IV Test program

Provides engineering support to various projects within S & W A&E firm, including Cad Cam implementation, and structural engineering support to the Rocky Flats development.

As a consultant with S&W management consultants, I provided utility rate analysis and other date to support various utilities in rates adjustment exercises with their corresponding local municipalities.

What started out as an entry level position with Martin Marietta, I worked as a Contract Change Management specialist, but within 6 months, was promoted to an exclusive group of classified Contract Management specialists responsible for the Contract Change Management of the DSCS (Defense Satellite Communications Satellite) II/III Satellite Program.