LEADERSHIP SNAPSHOT:Since Northrop Grumman's divested its IT business to Peraton, I have been working in a leadership and integration role to oversee the consolidation of business tools and processes into a single, newly-formed company with 20,000+ employees.DIVESTITURE STRATEGY:My main challenge was leading the generation, discovery, evaluation, rebrand, integration, and alignment of over 1,000 business assets from 3 separate heritage companies. Working with several organizational SMEs and communication, finance, cybersecurity, and manufacturing teams, we created an enterprise-wide program execution framework (PEF), which produced:✅ The 1st iteration of a minimum viable product✅ A roadmap successfully implemented within 8 monthsIn addition to the PEF, I orchestrated the design of an internal portal. This portal provided company-wide access to the PEF, including its reference models, process/asset descriptions, and relevant content links from the 3 organizations.

LEADERSHIP SNAPSHOT:I intentionally shifted into a temporary role to develop and implement a transition-in-phase plan and support the proposal stage for a $400M business opportunity. This endeavor involved many components, including managing all internal requests for change, evaluating risk factors of proposed changes, and expediting the approval of transition processes.PROJECT TRANSITION PLANNING:By leveraging my knowledge of business environments requiring highly skilled workers with active security clearance, I was able to hit the ground running in a short amount of time and deliver the transition plan within the defined timeframe. This plan included staffing, scheduling, organizational structure, logistics, customer impact, and success criteria.While a decision was made to no longer submit a response for the opportunity, I am proud I delivered all requirements for the transition plan, resulting in a positive evaluation from the proposal team.

LEADERSHIP SNAPSHOT:Upon the VP's request, I stepped into this role to help advance an $800M digital transformation program for the Department of State.Before my involvement, this program had been stalled due to inadequate staffing. I immediately got to work looking at the existing processes and facilitating conversations with talent acquisition, HR, mission assurance, business management, internal program teams, and subcontractor partners.EMPLOYEE ENGAGEMENT:The first step was addressing the end-to-end program staffing issues by analyzing and improving the candidate throughput processes.✅ Increased monthly hiring and retention rate by 300%✅ Reduced time to accept a new position from 70 to 42 daysPROGRAM MANAGEMENT EXCELLENCE:The next step focused on rebuilding trust with the customer by improving efficiency and productivity.We achieved this by revamping internal SLAs and existing processes to embed a data-driven approach which would help us identify what we missed, by how much, and why.✅ Built a diverse, inclusive team—42 to 270+ members in 16 months—with superior technology and business skills✅ Applied SAFe framework to improve team collaboration without interrupting ceremonies or delivery✅ Increased executive confidence in the program management team*A key example of my success in this regard occurred when I single-handedly produced ~400 pages of proposal material and a Basis of Estimate in 3 months, which awarded the company a $450M+ task order.One of my mentors told me if you take the average perspective, you can miss the mark 50% of the time and still look like you are doing okay. Therefore, I took steps that reduced the reliance on averages as performance indicators while focusing more on outliers.

LEADERSHIP SNAPSHOT:This position has been my favorite one because it directly exposed me to the challenges and excitement of leveraging my background in program management, capture strategy, and employee engagement while working with HR, IT, sales, marketing, product development, mission assurance, global supply chain, program management, and executive leadership teams.I also held dotted line management of Program Managers and served as their primary liaison to VPs for a 500+ employee organization accountable for $240M+ in annual sales. My efforts produced substantial results that redefined process and performance improvements and healthy work cultures.DIVERSITY & INCLUSION:✅ Fostered a healthy company culture that met engagement, inclusion, and accountability metrics✅ Met global high-performance standards as measured by the Towers Watson employee engagement survey✅ Boosted management diversity by continually adjusting recruitment and screening processesEMPLOYEE ENGAGEMENT:✅ Increased employee retention to +91% by leading efforts to attract, retain, and engage IT talentPROGRAM MANAGEMENT EXCELLENCE:The improvements I implemented delivered the best performance ratings in +92% of the highest priority programs in the Operating Unit and drove business process and operating improvements that resulted in:✅ Reduced costs and improved returns on sales in +80% of the entire program portfolio✅ Retained +75% of at-risk resources following budget cuts and program completion✅ Improved productivity and efficiency by instituting a 25/55 meeting rule with clear agendas✅ Maximized win rates through relationship management, capture strategy, and IRAD investments✅ Produced data-driven standards to strengthen decision-making processes*These programs received a blue rating, the highest one possible.REVENUE & PROFIT GROWTH:✅ Achieved FedRAMP certification for a new SaaS offering✅ Partnered with VP and executive decision-makers in pitch meetings

LEADERSHIP SNAPSHOT:I was eager to expand my leadership and execution capabilities into a new area. This opportunity provided the challenge I was seeking. As one of the designated SMEs in federal government processes, I led capture strategy development and proposal response efforts related to the human capital management business.CAPTURE MANAGEMENT:✅ Delivered $25M+ in contract revenues by optimizing capture planning processes✅ Produced a framework that illustrated team bandwidth, cost-benefit, and competitive analyses✅ Achieved a 75% success rate for Invitation to Bid and RFP opportunitiesEXECUTIVE ADVISORY:✅ Built a reputation for influence that enhanced bid pricing strategy and proposal pipelines✅ Regularly gave executive presentations detailing technology, customer, and market trends

LEADERSHIP SNAPSHOT:I advanced to oversee a department of 80+ employees and a $35M+ portfolio of programs and products in the public safety arena. Our efforts focused primarily on developing computer-aided dispatch solutions and processes for customers, such as the City of Chicago, City of Houston, and the London Ambulance Service.This experience marked my first time managing a portfolio of programs versus a single program. I was challenged to learn how to divide my time better and ensure we met all our milestones.ORGANIZATIONAL RESTRUCTURING:✅ Worked with HR and internal teams to identify and close performance gaps, create requisitions, and lead recruitment, interviewing, and hiring processes✅ Guided the transition from waterfall to agile methodology by working with organizational SMEs to conduct training and implement changes that enhanced the product development team's agility to produce new software versions✅ Spearheaded an internal evaluation to review existing reporting processes and integrate improvements that educated and clarified program expectations and criteria for Program Managers

LEADERSHIP SNAPSHOT:I was initially recruited as a Customer Relationship Manager to manage a small team.After a year, I quickly grew into a Program Manager role, where I coordinated 125+ FTEs and subcontractors across multiple programs—representing $50M+ in annual sales—for key customers, including the US Office of Personnel Management (OPM), Department of State, and Fairfax County Public Schools.Under my leadership, my team and I delivered various solutions that optimized business processes involving entry on duty, electronic student assessment, and human capital and employee performance management.PROGRAM MANAGEMENT EXCELLENCE:✅ Built and grew the flagship program from <$1M to $37M in peak annual sales over 10 years✅ Sustained 7 years of consecutive growth by expanding product offerings to over 2.2 million users✅ Facilitated a customer's nomination for an "Excellence in Government" award 2 years in a rowBy the end of my tenure, we achieved up to $250M in growth across our flagship programs.OPERATIONAL SAVINGS:✅ Saved $200M+ across OPM and federal civilian agencies through digital transformation initiatives✅ Introduced automated processes that improved data collection, handling, and storage practicesEMPLOYEE ENGAGEMENT:✅ Consistently achieved the highest employee engagement rankings across program-specific activities✅ Winner of the President's Award for strong customer satisfaction ratings 2 years in a row✅ Prioritized employee feedback to optimize work models that became organizational standards