Summary of Professional Experience

Results-oriented, strategic thinking Enterprise IT Professional with experience in Defense and Civilian Government Agencies. Adept at assessing needs, generating recommendations, and implementing optimal solutions in collaboration with clients and stakeholders. Well versed in all phases of IT Governance and IT Investment Management.

Educational Background

Masters in Business Administration, The George Washington University, Washington, DC; 2005

Bachelors in Business Administration (Finance), Marymount University, Arlington, VA; 2000

Key Accomplishments

Implemented enterprise methodologies and business processes that linked business objectives to plans and strategies for logistics and resource planning, scope, and schedule analysis as well as goal assessment.

Led performance management teams in driving cost-reduction initiatives and innovative solutions.

Develop automated tools and dashboards to enable decision making and enhance workplace efficiency.

Professional Experience

Senior Enterprise Architect, July 2023 – Present, National Oceanic and Atmospheric Administration (NOAA) National Weather Service (NWS)

Lead Contractor in development IT Architecture and Governance Project

Develop IT Governance process and procedures for NWS

Lead the assessment of the current-state and future-state reference architecture that supports NWS IT strategies and priorities

Lead the development of NWS enterprise architecture governance to establish standards for processes, data, systems, security, and information technologies

Conduct gap analysis and developing a strategic roadmap to achieve the future-state, including both short-term and long-term plans

Support the government in the development of an enterprise-level architectural framework and establishing a model to implement delivery of enterprise-level information technology services and products utilizing a Shared Service approach

Aid the Assistant Chief Information Officer (ACIO) with drafting, updating, and maintaining multi-year strategic plans

Assess current organizational strategies and coordinating with executive leadership to ensure NWS mission and strategic goals alignment to higher-level strategies

Lead the development of performance measures related to IT strategy

Lead the project management of all enterprise architecture support

Serve as a trusted advisor to the NWS Chief Information Officer (CIO) in the execution of the agency’s transformation of IT governance & architecture to improve the delivery of information of the mission

Support the development of a strategy and plan the defines how IT architecture can be leveraged to meet leadership priorities in support of the agency’s mission

Lead the creation of blueprints, recommendations, and actionable roadmaps for the future of the NWS IT architecture

Understand the organizational policies and procedures for accuracy of solutions and deliverables to the client

IT Governance Lead, June 2022 – July 2023, HHS Office of Inspector General, Washington DC

Possess thorough understanding of Federal and Industry IT governance best practices to inform the development of governance processes and practices.

Ability to work with IT and business stakeholders to develop IT governance framework and supporting artifacts, including roadmap(s) with time estimates for implementation.

Develop formal IT governance processes to include service intake and triage processes for governing new and existing services and applications, processes for assessing capability needs, and provide governance oversight over investments, programs, and systems.

Develop IT governance charters, processes, decision trees, and other supporting documentation for making formal IT governance decisions.

Ability to facilitate architecture reviews for current and proposed capabilities, investments, contracts, and programs for alignment of enterprise architecture targets.

Ability to facilitate quarterly and monthly project reviews.

Develop project deliverable templates including reporting templates.

Develop IT governance assessment criteria for various reviews and stages of the project lifecycle.

Aid IT governance bodies in making joint decisions between business and IT stakeholders.

Ensure IT governance framework, processes, and practices are leveraged to enterprise architecture principles, standards are upheld.

Provide support to governance bodies, projects/initiatives by attending technical meetings with respective Subject Matter Experts and brief customer(s) as needed.

Work closely with enterprise architects, data architects, business analysts, and other Subject Matter Expert’s (SMEs) to ensure alignment of IT requirements and capability needs.

Establish relationships with IT leaders, enterprise architects and technical specialists for the purpose of maturing IT governance.

Assist with facilitating EA governance meetings and developing meeting materials, supporting governance documentation, power point presentations for upcoming meetings.

Develop governance process guidance, standard operating procedures, and policy documentation to adhere to regulatory requirements.

Project Manager, August 2021 – June 2022, Food and Drug Administration, North Bethesda MD

Responsible for drafting and submitting deliverables as outlined in the Performance Work Statement and Task Management plan

Part of a Federal IT team leading the modernization of Capital Planning and Investment Control (CPIC) processes to collect relevant Technology Business Management information for an Office of the Chief Information Officer.

Advise Agency and Bureau-level CIOs on IT strategic planning, CPIC submission regulatory requirements, and IT Governance.

Support organizational IT portfolio management maturity activities, including improvements to Technology Business Management processes.

Create lightweight tools to support technical analysis and assessments to address organizational performance gaps

Integrate IT Governance and IT Investment Management best practices with IT strategy in support of an enterprise wide CPIC office.

Support OIMT IT Governance activities pertaining to FDA’s CPIC Program

Support the development of presentation materials and regulatory reporting activities to FDA’s Governance Boards including FDA’s Technology Council, Portfolio Review Board (PRB) and the OIMT Leadership Council (OLC).

Extract and compile data, and support data call development and execution.

Business Process Re-engineering pertaining to Enterprise capital planning processes.

Develop and update the CPIC Select Phase Process Approach PowerPoint Presentation to reflect changes to the CPIC Select Phase Process.

Support mapping investment data to TBM Taxonomy for the annual IT Capital Budget Submission.

Develop Control Phase Review Results Presentation with the latest Quarterly scores for each IT investment.

Migrate OIMT’s EIT Investment Data to Power BI from Microsoft Excel to support regulatory reporting per Financia Management Regulations (FMR), Federal Acquisition Regulations (FAR) and the Office of Management and Budget (OMB)

CPIC and Finance Manager, August 2020 – August 2021, Administration for Children and Families, Washington DC

Oversee a team of Capital Planning and Financial Analysts and deliver a comprehensive investment and budget management program to assist the OCIO in planning, developing, and executing its annual capital budget and other capital resources.

Provide strategic and tactical direction as well as project management best practices techniques and guidance in support of the OCIO’s IT portfolio.

Serve as the main CPIC and Budget Subject Matter Expert (SME) and thought leader.

Demonstrate excellent client handling skills and quickly develop relationships at all levels of the client organization.

Lead the assessment, education, improvement, maturity, and sustainment of the Technology Business Management (TBM) framework for the Agency.

Responsible for the OCIO’s annual capital budget formulation, planning, and execution activities including coordinating capital budget formulation activities across all OCIO divisions to prepare, justify, defend, and obtain an approved annual capital budget.

Manage and perform all aspects of capital budget execution including translating the approved budget through the development, execution, and maintenance of an annual Spend Plan

Plan, schedule, and facilitate senior level meetings; develop executive level presentations summarizing in-depth financial data analysis into easy-to-read management dashboards.

Perform business analysis and capital planning duties associated with the CPIC process in satisfying OMB A-11 regulations.

Provide consultation services for the client's IT investments through the CPIC phases.

Assist in the response to budget/IT portfolio data calls from OMB.

Assist Government and other contractor personnel in the preparation, submission, and maintenance of capital project documentation required. (IT Business Cases, Portfolio Summaries, Alternatives - Analysis, Risk Management Plan, etc.)

Design and implement Investment Review process, and provide OMB e-300 planning, development, and review support.

Coordinate activities across enterprise architecture, CPIC, budget, and acquisition teams to ensure required budget, projects, and assets information is submitted accurately and timely to OMB.

Monitor and address all CPIC and Capital Budget-related data calls.

Technology Business Management/IT Financial Management (TBM/ITFM) Consultant, March 2020 – August 2020, International Trade Administration, Washington DC

Lead the implementation of the TBM framework, taxonomy, and validated best practices to establish transparency into cost, quality, and value of IT investments across the Agency.

Lead the assessment, education, improvement, maturity, and sustainment of the TBM framework for the Agency.

Lead the assessment of the Agency’s IT Architecture/Enterprise Architecture.

Execute end user design workshops to document current and future state solution models.

Translate business designs and processes into technology solution architecture artifacts.

Perform gap analysis between current customer application configurations and industry best practices and recommendations.

Architect fully integrated technology solutions to remediate or improve the client’s IT environment.

Ensure tool configuration consistency across development, test, staging and production environments for the automation of manual business processes.

Manage use of process improvement, re-engineering methodologies, and relevant methodologies and principles to conduct process modernization projects.

Evaluate analytically and systematically problems of workflows, organization, and planning and develop appropriate corrective action.

Develop all project deliverables including reports for executive leadership that effectively communicates trends, patterns, and predictions using relevant data.

Lead Enterprise Architect, April 2019 – March 2020, USDA Agricultural Research Services Beltsville MD

Recommends and participates in activities related to the design, development, and maintenance of the Enterprise Architecture (EA) using Federal Enterprise Architecture (FEA) and The Open Group Architecture Group Framework (TOGAF) frameworks.

Participate in Monthly USDA Enterprise Architecture Committee meeting.

Ensure IT strategy, IT method processes, architectural principles and standards are adhered to in project delivery and solution development.

Provide Enterprise architecture models developed, maintained, and communicated for business, information, applications, and technology architectures.

Advises and recommends enterprise architecture strategies, processes, and methodologies.

Maintain Planning IT Application Catalogue, Application Architecture, Component Models and related technology baseline details.

Recommends and participates in the analysis, evaluation, and development of enterprise long-term strategic and operating plans to ensure that the EA objectives are consistent with the enterprise’s long-term business objectives.

Work directly with business stakeholders to support the development of business strategies and provide technology impacts and subsequent supporting technology strategies.

Technology strategies and IT plans communicated/presented to relevant stakeholders.

Provide analysis support to the demand management process in consultation with the Portfolio Manager.

Lead and guide the solution options analysis process for project delivery.

Guide the Solution Architecture team on capital and operational projects to ensure that the business strategic outcomes and customer goals are delivered.

Provide expert advice and guidance to not only the Solution Architecture team but also other IT teams and business stakeholders to deliver on both the short- and longer-term goals of USDA.

Incremental improvements and maturity growth in ARS on the use of technology to delivery customer outcomes and become a world class service provider.

Build and maintain a strong, constructive working relationship with their staff, focused on achieving business goals and enabling their staff to work safely to their full potential.

Ensure business plans are developed to achieve strategic priorities and performance goals of team members are aligned, ensuring accountabilities and authorities are clear and that direct reports have the authorities needed to be able to achieve their work.

Support USDA Enterprise Solution Architecture Team.

Define and develop USDA enterprise architecture models and roadmaps in alignment with Department business and technology strategies.

Senior IT Portfolio Analyst/Team Lead, July 2018 – April 2019 Department of Energy, Washington DC

Provides IT Planning, Budget, Reporting, and Analysis support to the Chief Information Officer (CIO) Organization.

Supports the management of the Agency’s IT portfolio, which sets investment priorities and aligns business processes to ensure IT architecture and products align and support mission requirements.

Ensures compliance with applicable statutes, regulations, policy, and IT portfolio management and capital planning guidance.

Reviews annual IT Budget Capital Planning Guidance to ensure compliance with applicable statutes, regulations, policy, and guidance for IT portfolio management, and related capital planning processes.

Supports Enterprise Portfolio Management and Investment Review Board business processes, including IT investment dashboard scoring, PortfolioStat process, and data inventory for data.gov.

Supports the evolution of portfolio management processes and associated objectives and outcomes.

Ensures compliance of mandatory FITARA regulatory requirements in the areas of investment management, acquisition oversight, and risk management.

Designs data collection strategies that minimize administrative burden and conduct portfolio build and portfolio monitoring analyses that enable leadership to make data-driven decisions.

Supports the CIO organizations in accomplishing the development, preparation, submission, and justification of the Agency’s IT capital budget exhibits including monthly updates and CIO evaluation scores of Major IT Investments to the Federal IT Dashboard.

Interfaces directly with federal clients and project and program managers across the Agency to comprehend the current portfolio of projects and make recommendations for improvement.

Designs and implements predictive analytics to inform portfolio management and investment decision processes.

Develops customized portfolio management artifacts, templates, and analytic tools to assist Agency offices with comprehending the condition of project portfolios and maturing portfolio management processes.

Project Manager, February 2017 – July 2018, Assistant Secretary for Preparedness and Response, Washington DC

Use an established mature Framework such as The Open Group Architecture Framework (TOGAF), Gartner, Federal Enterprise Architecture (FEA), Business Architecture Body of Knowledge (BizBok) or similar to develop enterprise information technology architecture for ASPR

Develop common organizational, process and technology framework and IT Architecture across all ASPR program offices to improve ASPR’s return on IT investments, facilitate leveraging of cross organizational collaborations and reduce cost through alternative IT delivery methods and elimination of redundancies.

Identify the technologies used in the organization categorize the system- and application-related standards and technologies that support the delivery of service capabilities, allowing Program Offices to share and reuse common solutions and benefit from economies of scale.

Establish standards for technology, Develop ASPR NextGen IT Architecture including Architecture Building Blocks, Principles, Architecture Requirements, description, and IT architecture including Visio diagrams.

Detail recommendations for IT organizational alignments, systems integration and Identification of Use case candidates for processes consolidation and automation

Facilitate discovery of existing data holdings residing in “silos” and enables understanding the meaning of the data; how to access it, and how to leverage it to support performance results.

Develop governance model that focused on establishing ASPR Technology capital investment decisions, EA Framework compliancy, oversight and Risk management.

Provide recommendations for migration from the existing legacy environment to the new Enterprise model

Develop and present final summary results to NextGen Steering committee and ASPR senior leadership.

Routinely meet with Deputy Chief Operating Officer (COO) to provide status of projects and recommendations.

Assess, analyze, describe and make recommendations for Information Technology (IT) and business processes optimization that will maximize organizational savings and efficiency within OEM.

Describe and map current OEM business processes that define and prioritize medical and response challenges for prevention, mitigation, preparedness, response, and recovery activities.

Work with the ASPR Offices to review current business processes and systems that support ASPR capital structure.

Compile, analyze, and synthesize feedback and information for inclusion in findings and recommendation report and presentation.

Conducted an analysis of the effectiveness of current business and IT practices and functions and identification of opportunities for improvement within and across OEM divisions.

Developed planning and design of “future state” of practices within and across OEM divisions.

Identify technical requirements to support the business processes within and across OEM divisions.

Recommend interoperability of OEM IT systems to support and fulfill the mission.

Identified which existing tools may be replaced (including savings estimate)

Define and describe the OEM future state and present findings and recommendations.

Consultant, March 2014 – October 2017, Food and Drug Administration, North Bethesda MD

Overall responsibility for the CPIC Select Process design, development, execution, training, and support.

Developed analytical and collaborative tools in support of the modernization of FDA’s Enterprise IT Strategic Portfolio helping to select, control and evaluate Enterprise IT capital investments.

Provide the FDA Community with insight into capital budget submission timelines, activities, practices and policies.

Develop structured models for prioritizing, analyzing and selecting Enterprise IT Investment items and other capital assets to assist with optimization of the FDA Enterprise IT portfolio.

Present recommended prioritized Enterprise IT Portfolio to CIO and FDA Senior Leadership Team

Review system operational analyses to develop or revise processes to resolve issues. Including analysis of business and user needs, documentation of requirements, and translation into prioritized system requirements specifications.

Provide consultation on complex projects and serve as a top-level contributor/specialist of most phases of systems analysis, while considering the business implications of the application of technology to the current and future business environment.

Conduct training and facilitate meetings to implement CPIC processes for Division Director’s, Senior Leadership teams as well as general staff at the FDA.

Develop executive presentations for the Business Subcommittee, Senior Leadership Team, CIO Council and CIO

Assist Government in the preparation, submission, and maintenance of project documentation required by the Exhibit 300 process (Analysis of Alternatives, Risk Management Plans, Cost/Benefit Analyses, etc.)

IT Capital Planning Support Lead, April 2015 – November 2015, Department of Transportation, Herndon VA

Lead a high performing and dynamic team to develop innovative Enterprise IT Capital Planning and Investment Control (CPIC) and Enterprise IT Portfolio Management (IT PfM) solutions.

Assess the current maturity of the organization’s IT Governance and capital planning processes and recommend a series of actions to improve the management, oversight, automation, and analytic and decision-making capabilities.

Perform corporate finance functions (i.e. capital budgeting and capital financing) by setting budgets for the agencies’ IT investments as well as identifying funding sources.

Routinely work with Investment Managers to conduct operational analysis to manage the efficient operation of the IT Investment

Represent the client office in IT governance meetings and lead discussions on how to improve CPIC capabilities through cooperative efforts.

Lead training sessions to implement new IT Governance and CPIC processes.

Coordinate and lead the efforts of several support staff team members, including various aspects of project management, resource allocation, budgeting, and risk management.

Facilitate client TechStat and PortfolioStat sessions internally, and with OMB representatives.

Program Manager, July 2004 – March 2014, Program Management Office – Defense Travel System, Arlington VA

Support Federal Financial Management Improvement Act (FFMIA) Compliance Assessment, Federal Information System Controls Audit Manual (FISCAM) and Statement on Standards for Attestation Engagements (SSAE) No. 16 audit activities

Conduct Business Process Reengineering (BPR) assessments and assert compliance with Organizational Execution Plans (OEPs)

Serve as Program Control lead overseeing cost, schedule and technical performance associated with the acquisition of the DTS.

Transition PMO from waterfall development methodology and processes to agile development methodology and processes.

Develop templates to capture and guide Agile development efforts

Compile Independent Government Cost Estimates (IGCE’s) and software development cost estimates reflecting the Software Development Lifecycle (SDLC) using Lines of Code (LOC) and Function Point (FP) analysis.

Work with Functional sponsor in the validation of technical and functional requirements for system interfaces other DTS capabilities and perform economic analyses.

Draft DTS Acquisition and compliance documentation such as Strategic Plans, Acquisition Strategies, Lifecycle Sustainment Plans, Risk Management Plans

Act as Branch Chief for Business and Financial Management Division

Develop Defense Travel Management Initiative Business Case using the Defense Business System (DBS) Governance process.

Support CPIC and IT Governance processes through the routine execution, monitoring and reporting of project and performance budgeting information

Draft various Contracting documentation such as Performance Work Statements, Requests for Information, Justification & Approvals (J&A) and Fair Opportunity Exceptions (FOE’s)

Drafting issue papers on Acquisition costs and other budget related information to support testimony to the Office of Management and Budget (OMB), Government Accountability Office (GAO) and Congressional inquiries.

Support enterprise architecture activities to ensure DTS’ alignment with DoD Architecture Framework (DoDAF) and Federal Enterprise Architecture (FEA) frameworks.

Consultant, April 2003 – July 2004, United States Navy, Washington DC

Lead Weapon Procurement, Navy (WP,N) Anti-Submarine Warfare (ASW) Targets and WP,N ASW Range Support consultant responsible for managing two-multimillion-dollar programs in support of PEO Submarine Undersea Warfare programs, within the Department of the Navy providing recommendations and strategies to assist Program Manager and Branch Head in decision-making tied to program objectives.

Program Analyst, June 2002 – March 2003, Missile Defense Agency, Chantilly VA

Provided program and financial management support to the Program Integration Deputate (PI) of the Missile Defense Agency (MDA) Ground-based Missile Defense (GMD), Terminal High Altitude Area Defense (THAAD), and Patriot Advanced Capability-3 (PAC-3) program elements of the Ballistic Missile Defense System (BMDS).

Financial Analyst, June 2000 – June 2002, United States Navy, Washington DC

Provided program and financial management support to the program manager of PEO Mine and Undersea Warfare program offices at the NAVSEA Systems Command within the Department of the Navy.

Training

Agile Planning: Doing Estimates and Completing the Release Plan

Ensuring Delivery of Value and Quality in Agile Projects

ITIL® 2011 Edition Overview: Introduction to the ITIL® Framework

Applications

Advanced level user in all Microsoft Office Software Applications (i.e. Excel, Access, PowerPoint, Word)

MS Project

MS Visio

MS SharePoint

PowerBI

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