Supporting the development and sustainment of a portfolio of radio and data link products.

Hired as operations and maintenance PM SME as part of a 10+ year $1billion + design, implementation, operation and maintenance contract that includes the hard-ware and back end applications for a first of it’s kind account based contactless mass transit automated fare collection system. Identified disconnect between development, test and deployment that was resulting in repeated failed first pass defect closure. After 6 months, customer collaboration has increased seeing consistent first pass acceptance. Put in charge of dry run testing and coordination with customer prior to launch in order streaming prioritization and resolution of all outstanding defects while developing processes that will be used for the life of the program. Implemented get well plan for data analytics team due to failure to achieve deliverables preventing launch. After 4 months right sized team, put in place with customer a collaborative environment that resulted in the acceptance of the data analytics and reporting process that had been stalled for almost a year. Data reporting and analysis are a keystone piece of this contract as revenue is calculated based on meeting a complex set of availability and performance KPIs across all components within the transit system.

Responsible for $35+ million/year development program portfolio across 6 product families, 4 program managers and 4 sites. Leading efforts to improve program management process across Rapiscan|AS&E for program planning, agile process, predictive metric analysis that provide fundamental foundation that is tailored to each product family. Managed development and release of the next generation gantry platform that is the base for the entire G60/OmniView product family launched in 2022. Develop product portfolio road maps with product line directors determining future capability feasibility, new feature requirements, current system sustainment needs, estimating level of effort and schedule to implement and prioritizing based on resource availability versus market need. Program manager for all customer funded R&D (CRAD) efforts ranging from special purpose system development such as a multi-image sensor system for inspection of demilitarized small caliber ammunition to custom unique machine learning detection algorithm development and custom backscatter imager development for unique applications such as explosive ordnance disposable robot and industrial inspection.

Deputy program manager for contract providing onsite and remote support for $427 million IDIQ contract for DoD range modernization and sustainment efforts. Mentors the government IPT lead in managing and forecasting the operating budget, including customer development, prioritization and profitability assessment. Manages T4S Air Force portfolio, $40 - $50M/year, including working with end customer to develop requirements, budget, SOW, RFP, subcontractor management, material procurement and project management. Created T4S contract action process from requirement through final contract award facilitating faster award time increasing total number of contact awards identified by 50%, eliminated non-value-added work, reducing FTE need by 4 FTE. Produced get well plan for business process and automation tools development to streamline contract award process and provide status tracking metrics; proved 2 – 3-month processing time was due to government inefficiency and lack of resources while in parallel enabling Jacobs to process mods in 1 – 2 weeks. Developed and implemented remote work infrastructure that alleviated issues in finding qualified candidates locally that also allowed for resource sharing across programs within the business unit; identified by business unit VP as remote support proof of concept success. Support business development team by identifying and/or vetting new opportunities, develop win themes, draft proposals, sources sought and other contract communications.

Member of leadership team for $40+ million sustainment of AOC, a large COTS based data system integrating 50+ independent DoD applications, at 26 different global locations for air campaign planning and execution. Grew 1 FTE to 25 FTE system engineering and program management organization that centralized systems, software engineering, configuration, process improvement and program management resources across AOC. Accomplished this through operational selling the customer on positive return on investment and backing it with results, showing a 1.5 to 2 times ROI for every person added versus the other onsite contractors. Developed data farm infrastructure, mapped business processes/workflows, worked with vendors to import specific equipment data for total traceability and evaluated off the shelf product against customer needs to provide single data source PLM solutions, this effort was the first program to use agile development in the PMO. Centralized configuration management, reduced documentation rework and increased “site installed configuration,” data capture accuracy which resulted in a passing test for first time in program history. Part of strategic team that determined agile falls was the better methodology over Scaled Agile Framework for to replace the original spiral process that was no longer satisfying AOC sustainment requirements. Led business segment’s leadership team through strategic planning effort including strength, weakness, opportunity and threat (SWOT) matrix and weighted strategy development for new business.

Managed a group of eight personnel that performs System Engineering, Process Improvement, Product Lifecycle Management (PLM), Project Analysis, Database and Software Tools Development. Key functions include managing program schedules, both contractor and government, project analysis which includes impact, replanning and course of action analysis, product lifecycle management, business process automation, database management, custom management application development, hardware/software sustainment management. This group was formed as a direct result of my promoting the need for the customer to have these functions internal to their organization. Serve as the focal point for functional integration of common execution and support activities across program sustainment functional teams, including Integration, Fielding, Sustainment, Logistics and Training including the production and maintenance of a comprehensive Integrated Master Schedule of these activities.

Designed and implemented SW release management process using both spiral and agile best practices including performance metrics, critical path analysis dashboard for weekly status to customer. Mentored release managers in project lifecycle management and tools such as schedule utilization. Program now produces 14 releases a year from security updates to major capability upgrades.

Established program schedule portfolio management for DoD system modernization and sustainment programs to solve issue of poor program performance across division resulting in delays and significant cost overruns. Within 6 months proposed and received approval from division commander to create Program Integration and Execution group to put process in place for capturing program to program critical paths, standardizing performance metrics being reported to senior leadership and capturing required government work in schedules and mentor government PMs in contract performance management.

Part of founding team of entrepreneurs who developed x-ray system for refuse and recycling sortation. Developed initial proof of concept that performed sample analysis for potential customers.

Developed, maintained and analyzed Integrated Master Plan/Integrated Master Schedule for various development and sustainment programs. Guided integrated product teams in planning and analyzing project tasks, work scope, risk assessment, critical path and other project related activities. Managed subcontractor program planners. Reported earned value management data for Program Management and Business Management teams to assess critical path, risk and overall program health. Prepared and submitted monthly status reports to customers. Performed quality control and analysis to ensure accuracy, completeness, and proper use of program resources.

Generated and received GM approval for ACX 6.4 – MV multi-view checkpoint x-ray system, product development plan in order to catch up with competition. Managed development of next generation certified machine, including $15M program budget, as well as managed relationships with multiple subcontractors within and external to L-3. Fixed failing program to develop and release new PX 6.4 & ACX 6.4 checkpoint x-ray systems needed to maintain competitive market place because old systems had losing P&L. Reduced system production cost by 30% from previous model, proving to senior leadership system could be produced at a low enough cost to stay competitive saving conventional product line.

Worked under senior program manager supporting larger programs. Coordinated with multiple departments to set product specification requirements, project budgets, schedules and resources at outset. Performed failure analysis to identify if issues were isolated incidents or indicators of larger trends. Managed conventional x-ray product line sustaining engineering projects, which comprised all issues found during manufacture through machines fielded at site. Captured issue resolution requests from stakeholders, defined the problem, scoped level of effort for resolution and worked with functional leads for resources required to resolve issues.

Worked on development and deployment of prototype scanning systems. This included developing requirements documents, interconnect diagrams and systems verification test plans.

Performed Title V source analysis for Best Alternative Refit Technology with EPA and state DEPs. Handled onsite research of heavy diesel construction equipment air emissions for civilian and government contractors.