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Manager Project

Warren, Michigan, United States
November 12, 2018

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480-***-**** •


IT Program Manager / Project Manager that achieves on-time, on-budget, and in-scope project completions. Able to merge customer and user needs with business requirements, budgetary restrictions and logistical considerations to meet project deliverables. Demonstrated ability to take stakeholder concepts with minimal details and turn them into refined, detailed ideas with workable project plans.


PMI certified Project Management Professional (PMP) July 2020

Davenport University, Bachelor of Science in Technology Project Management May 2017

CompTIA Security+, CompTIA Network+, CompTIA A+ Sept. 2021

Clearance Oct. 2023


Adaptive Leadership, Project Management, Program Management, Strategic Planning, Risk Mitigation, Communication, Time & Resource Management


Unified Business Technology (UBT) Detroit, MI

Program Manager Nov. 2017 - Current

Leading a team of 52 Developers, Designers, Administrators, Cyber Security, and VTC support. Spread across 12 different teams providing support to US Army for applications in areas of Development, sustainability, testing, training, policy creation, policy support, administration, and help desk support. Utilizing SQL, .NET, MVC, SharePoint, MS Project Server, and Oracle Data Base. As the Program Manager, I provide record keeping of time and attendance, leave, promotion, onboarding and offboarding, interviewing, contract negotiation, contract tracking, budgeting, hour’s management, and general personnel management solutions.

•Program Manager at TACOM (Tank Command)

•$42 Million contract

•52 personnel working on ASP.Net, MVC, ASP SQL, SharePoint, Cold Fusion, COBOL, MS Project Server, Oracle Data Base, the RMF process

Project Management Responsibilities

•Created Project Plans for new contracts ranging from $100K to $25 Million

•Negotiated contacts pricing ranging from $250k to $42 Million

•Negotiated salaries for new hires and raises for existing employees

•Risk Management planning for new contracts and Enterprise improvements

•Enterprise-wide processes mapping and implementation of a new hiring process

•Implemented a new hiring process and procedure which resulted in removing three weeks off the hiring process

•Introduced multi-party Stakeholder summits which resulted in a 40% better understanding of the scope of work

Private Consultant Grand Rapid, MI

Project Manager / Business Analyst Aug 2015 – Dec 2017

Provided project management guidance through project plans, risk registry, strategic planning and milestone setting for three startup companies. Led to two of them becoming successful, small companies both with over $100k in profit for the first year.

•15yard Dumpster Rental ( $120K profit)

•Online Toy store ($80k profit)

•Web designer (failed - Owner decided that Small business ownership was not for him)

Provided project management leadership through project plans, risk registry, and milestone setting for six non-profit veteran organizations. That led to all five becoming full fledge non-profits and the 6th merging with an established non-profit organization. All, non-profits combined have helped almost 200 veterans in their first year alone.

•Veteran Coalitions (Support Group)

•Veteran Retreat (Just Veteran)

•Veteran Counseling

•Veteran Retreat (Family-based)

•Veteran Information Support (where to go )

•Veteran Information Support (merged with a different group)

Naval Computer and Telecommunications Station (NCTS) San Diego, CA

Senior Communications System Engineer / Project Manager Sept 2005 – Aug 2015

Coordinated six major projects while maintaining all aspects of the Department of Defense (DOD) backbone for NCTS-SD. Liaison between NCTS-SD, SPAWAR, and outside contractors on a daily basis. Ensured proper communications, for all risk and schedule issues, were received by all stakeholders for their projects.


Project NOVA Relocation

Scope Relocate NOVA equipment for the US Navy and DOD

Time 2.5yrs / 3 phase

Budget $6,000,000

Led the NOVA relocations project. Consisting of a project team composed of 52 off-site professionals, and stakeholders in six government agencies, and two large contracting firms. Provided a central point for communications between all stakeholders over the 2.5 years of the project life cycle. Throughout the 2.5 years, the project team was able to mitigate 92% of all risk utilizing the proper risk responses. This was accomplished through the long-term continuous planning of the project. The project finished on time and came in 5% under budget due to cost saving identified throughout the project. The success of the project leads to the project plan being used as the standard for this process throughout the US Navy.

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