Lead and provide a vision for the company's day-to-day operations and activities. Makes a conscientious effort to provide clients with highly effective and quality customer relationship management services designed to fulfill the corporate needs for organizational efficiency, productivity, growth, and profitability. Responsible for all long and short company and financial decisions. Responsible for company strategic planning, business plan, and outreach. Provide assessment of new technologies to various government agencies covering all areas of the I.T. landscape, including social media platforms based on blockchain, enterprise architecture, business process management, information and data architecture, Big Data, business intelligence, systems development, Service Oriented Architecture (S.O.A.), technical infrastructure, virtualization, cloud computing, and various emerging technologies.  Provide clients with real solutions to help them adapt to the rapidly changing environment of the technology industry and provide a complete line of total lifecycle support services designed to complement the needs of technology-driven Organizations and add value to their business operations, products, and services. Lay out a short and long-term vision for modernizing the Federal Government in key areas that will improve the ability of agencies to deliver mission outcomes, provide excellent service, and effectively steward taxpayer dollars on behalf of the American people by leveraging the President's Management Agenda (P.M.A.) Cross-Agency Priority (C.A.P.) Goals to coordinate and publicly track implementation across their agencies.

Provided the direction for TIGTA Enterprise Roadmap development and implementation. Coordinates strategy, policy formulation, budgeting, and execution of the Roadmap, allowing TIGTA to share information securely. Supervise a team 17 and have managed a $7.4 million budget for Enterprise Architecture, Service Desk, Governance, and Network Covert Operations. Assessed TIGTA IT Risk and Health assessment based on the three challenges and furnished recommendations to the TIGTA CIO for improvements to the infrastructure and operations. As a result of this assessment, several steps have been identified to direct TIGTA down the path to becoming a service management I.T. provider and align its operations to the ITIL (Information Technology Infrastructure Library) structure with the vision of consolidating with other I.T. shops to align with this model as well. Established processes for TIGTA to modernize its data management practices and encouraged specific uses of data to inform policy decisions by the Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act). Developed TIGTA Strategic Plan. Information Technology Roadmap and Transition Plan. Developed Information Technology Portfolio Management. Delivered two significant projects in less than two years: Research, Analysis, Forensics, and Evidence (RAFE) Technology and Information Technology Service Manager (ITSM).

Directly was responsible for end-to-end technology, managing execution of EIA IT budget, Capital Planning and Investment Control (CPIC) program, and EIA-wide IT configuration control management. Supervised a team 75 and managed a $55 million, five-year contract for a full suite of technology services provided on-site by approximately 30 support services. Established the first EIA self-service portal to support emerging workforce needs, which has increased Service Desk efficiency and cost-effectiveness. This portal supplies frequently requested information and automates common requests such as password resets. In addition, the service desk uses the portal to communicate service outages and maintenance windows. Implemented all five phases of ITIL (I.T. Infrastructure Library), from Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement to Service Delivery. Closely aligned EIA IT services and integrated them with the business to establish a business management approach and discipline to I.T. Service Management, stressing the complementary aspects of running I.T. like a business for providing value to customers through services.  Implemented Virtual Office Technology that enabled E.I.A.'s employees to work from practically anywhere and at any time. EIA users could work remotely using their equipment while ensuring the security of the E.I.A. network. Additionally, the virtual desktop protected mission-critical documentation from hardware failure by saving data to the network. Assessed EIA IT health infrastructure and furnished recommendations to the E.I.A. Senior executives are responsible for improving the infrastructure and operations through a shared-services management platform. These recommendations were successfully implemented, as demonstrated by the shared-services data center that supplied an additional storage capability across DOE.

Provided administrative and technical supervision in six functional areas within the Directorate of Information Technology. Supervised a team of 42 and managed a $88 million budget for two large Data Centers (National Office, Washington, DC) and Salt Lake City (Salt Lake, Utah), and ten (10) Regional Service Centers.  Successfully hired workforce comprising 45% women and 32% minorities. My aim wasn't just to hire women and minorities into entry-level positions and see them advance to higher-level roles. To this end, I established an upward mobility career path for entry-level positions consistent with Executive Order (E.O.) 13011. Additionally, I ensured that developmental needs were met by establishing Individual Development Plans that outlined all training schedules for the fiscal year.  Assessed and reengineered OSHA information technology with a new architectural design to meet OSHA's modernization program. Successfully directed contracting efforts (from cradle to grave) for a 3-year, $150 million contract to modernize antiquated OSHA's information technology, which was heavily overloaded and had a high incidence of network and telecommunications service interruptions.  Integrated OSHA information technology resources with telecommunications network enabling staff to develop process, maintained, and disseminated enormous collections of basic data about corporate operations, social, politics, technologies, and economy of the OSHA.

Provided direction and guidance on FMCSA's I.T. development and modernization activities. Supervised 104 personnel and managed $220 million five-year contracts for the "COMPASS" modernization program and Mobile Client Applications. Designed foundational architecture and initial functionality of a Mobile Client Application (M.C.A.) to modernize existing FMCSA's Field Systems. The Mexican Trucking Demonstration project was emerging new, ever-evolving information technologies funded by Congress, which was a high-visibility project that supports the North American Free Trade Agreement (NAFTA), a top priority for the then-Administration and Congress—by granting authority to a limited number of Mexican carriers and closely monitoring them throughout the duration of the Demonstration Project, the team under my leadership ensured that necessary checks and balances were in place for the accurate, timely processing of applications—implementing this program required modification of 22 information systems used by FMCSA to collect safety and insurance data so that information from Mexican long haul trucking operators could be received, processed, and monitored. The team completed six months' worth of work in just four months. The project was completed on time, and funds were under-allocated. The Creating Opportunities, Methods, and Practices to Secure Safety (COMPASS) modernization program was also emerging. Congress also funded new, ever-evolving information technologies, which was a multi-year FMCSA-wide initiative leveraging new technology to transform the way that FMCSA did business.

Provided administrative and technical supervision for telecommunication, network, and cyber security operations, primarily encompassing USDA perimeter security operations, research, planning, design, prototype development, installation, and management of a diverse array of automated information systems and telecommunications systems architecture and infrastructure. Supervised a team 82 and managed the $90 million budget allocated for administering USDA telecommunication and Cyber Operations Centers. Architected USDA Universal Telecommunications Network (UTN). Successfully directed UTN contracting efforts (from the cradle to the grave) for an 18-month, $150 million contract to accomplish the USDA's mission to include personnel, equipment, funds, and information technology modernization by applicable federal I.R.M. regulations. Chaired the Enterprise Technology Subcommittee of Enterprise Architecture group and Security Information Management by providing leadership and direction that addressed the needs of the USDA agencies.  Eliminated significant vulnerability to physical and cyber-attacks on critical infrastructures, particularly cyber systems.

Directed IT operations, helpdesk operations, network activities, information security, and voice and data telecommunications services to support the OIG. Provided network security, including firewall administration, intrusion detection administration, and anti-virus administration support to the OIG communities. Supervised a team 33 and managed a $15 million IDMS (investigative Data Management System) contract. Initiated the OIG-Wide IT Advisory Group and assumed chairmanship of the group on the day it was established. Provided influence, leadership, and direction that addressed the needs of the OIG community in conducting program audits, evaluations, investigations, and C.F.O. studies. They configured and reengineered OIG information technology architecture while replacing all transmission media, firewalls, servers, switches, routers, and Ethernet and installing a new Virtual Private Network (VPN) to enhance remote secure accessing dialing to the OIG network from homes or while people were away from their offices.  Implemented security policy to protect the internal network against unauthorized access and made necessary provisions for disaster recovery in the event of successful intrusion/attack.  Managed the successful migration of existing OIG IT infrastructure to a standards-based open system environment - The project involved reengineering the entire OIG information technology architecture by replacing all transmission Media, firewalls, OIG LAN/WAN servers, and installation of a Virtual Private Network (VPN) to enhance remote secure access.

Provided Data Center (Army, Air Force, and Navy) policies, as well as strategic, tactical, and operational plans, which adapted agency corporate standards in all aspects from new IT development and conceptualization of a project to communication of the results to achieve agency mission, needs in day-to-day operations and successful accomplishment of the project undertaken. Supervised a team of 28 and managed $100 million Joint Services Data Center operations.  Led the initial strategic planning conference that established a $25 million annual budget to support the delivery of the Agency's I.T. goals. Developed and maintained a strategic Information Resource Management (I.R.M.) plan that reflected mission changes, program needs, policy direction, and technological capabilities, as directed by O.M.B. Circular A-130 (Management of Federal Information Resources). Chaired the Joint Services Information Technology Committee (JSITC) with managers of D.O.D. agencies, providing information and guidance regarding changing I.T. policies and procedures. Led Certification and Accreditation (C&A) on a developed/contracted Joint Services Computer Based Information System.  Led a diverse team of engineers, programmers, and subject matter experts to perform this C&A on one of the all-time political, technological, and economic issues in the government-contracted system. Managed all phases of the system development life cycle from requirement analysis through implementation to delivery and support. This C&A effort resulted in cost savings of $1.5 million from an early release of the system to military installations worldwide.

Provided administrative and technical supervision for telecommunication and distributed data processing and professional support to executive management concerning OTSG's telecom security, infrastructure, requirements, and custom mission-critical applications. Supervised a team of 58 and managed a budget of $160 million for ten major contracts that supported over 500 on-site and 1800 off-site Users. Led the installation of 160 Video Telecommunications systems and 45 international satellite communications to worldwide Army Medical installations to provide real-time command and control of the subordinate commands throughout the country and outside the United States, to cut travel costs, and to provide distance-learning links with state college campuses. This resulted in annual savings of over 1.5 million dollars for OTSGs by reducing the travel costs of attending conferences, training, and seminars for a system currently in use worldwide. The project was completed on time, and the system is still used worldwide. Designed and implemented Defense Commercial Telecommunications Network (DCTN) and video telecommunications throughout the United States Army Medical installations in the CONUS.

Directly was responsible for end-to-end technology and execution of IT budget for the largest medical center in Europe with 18 satellite clinics managing FRMC's I.T. infrastructure, service desk, network, telecommunications, and acquisition to support approximately 64,000 personnel in both H.Q. and remote sites. Supervised a team of 158 and managed a budget of $280 million allocated for managing and acquiring hardware, software, telecommunications, and services for FARMC-wide support functions. Led a $2.2 million contract for integrating office automation totaling 850 systems for the FARMC and its attached clinics.  Implemented the installation of Patient Appointment and Scheduling System (PASS) and automation documentation that led to successful health care delivery information systems and acquisitions for systems documentation, equipment, and maintenance with a value of over $2.3 million.