Director / Sr. IT Manager

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VICE PRESIDENT, DIRECTOR OF OPERATIONS - IT PROFESSIONAL

. Expert in Project and Program Management with 27+ Years of Experience in

IT and Finance/Accounting

. Managed the Delivery of Complex Projects at the Vice President, Director,

Program, and Project Levels

. Experience Managing Large IDIQs ($12 Billion) and BPAs ($300 Million) to

Build a Strategic Portfolio

. Managed the Strategic Execution of Virtual and On-Site, Cross-Functional

Project Teams

. Influential in Mentoring and Developing Employees to be Self-Empowered

Future Leaders

. Member of the Executive Management Team Identifying and Leading the

Capture of Strategic Opportunities

. Implement Critical and Emerging Technologies supporting MIS, CCD, EHRs,

ICD-10, IDM, and Medical Imaging

. Financial (P&L) Management and Oversight of Mission Critical, Multi-

Million Dollar Programs and Projects

. Skilled with Procurements, Proposal Writing, and Leading the Technical

Solutions Development

. Strong Communications and Interpersonal skills with Stakeholders,

Executive Management, and IT Staff

. Planned, Implemented, and Lead Project Execution Using Agile and

Waterfall Methodologies at Enterprise, Program, and Project Levels

. Certified in SAFe and it's DevOps, Kanban, Extreme Programming, SCRUM,

Release Management, and Interoperability Components

Sr. IT Professional accomplished at structuring, leading, and motivating,

productive cross-functional project teams of business owners, end users,

IT professionals, and vendors in the development and implementation of

software and systems. Managed the delivery of complex projects consisting

of software/system development, operations & maintenance, PMO support,

MIS implementations, COTs installations, and modernization projects.

Fundamental expertise in the project life cycle from concept to close-

out, and the project management knowledge areas; scope, time, cost,

quality, human resources, communications, risk, procurement, and

integration management. Experience managing to budget and profitability

targets.

Refined talent for mentoring and leading employees, developing leaders,

promoting technical growth, and encouraging new ideas. Ability to

implement quality management techniques that target business process

improvement by streamlining business processes, and measuring

performance. Served as the liaison with IT clients, business units, and

external vendors

CAREER EXPERIENCE

C3 Systems, LLC, Crystal City, MD (8/2014 - 1/2015)

Vice President of Operations

Responsible for organizing and managing the C3 corporate portfolio of

projects, including all associated business customers, project teams,

partner companies, and subcontractors. Maintain strong customer

relationships and track key performance indicators (KPIs) that present an

honest assessment of our team's performance; and promote continuous process

improvement. Maintain and exceed profitability targets that allow for

reinvestment in C3 for employee development and business growth. Develop

the strategic plan for a 21st century Operations Group integrates with

contracts, finance & accounting, security & onboarding, and business

development. Charter and rollout several Communities of Practice that focus

on identifying and mastering new technologies, executing new development

models, learning new architectures, and establishing a knowledge management

database for storing this information. Lead C3's organic growth by

promoting quality execution, strong project planning, and proactive project

management. Also provide technical and management leads for business

development intelligence, and proposal tasks. Mentor employees and develop

leaders, while promoting technical growth and encouraging new ideas.

Oversee the move from CMMI level 3 to level 5 by enforcing strict

compliance with CMMI 3 processes to establish a corporate performance

measurement baseline.

7 Delta, Inc. Columbia, MD (3/2008 - May/2014)

Director of Operations (3/2009 - 5/2014)

Worked closely with Sr. Leadership to grow 7Delta to a large company

capable of competing with the true large IT companies. Participated in

strategic planning and worked closely with the corporate office, partner

companies, and customers in the following areas: On-boarding and security,

process Improvement, contract and subcontract management, financial

management and oversight, executive reporting, staff recognition and

training, customer relationships, and recruiting. Managed a diverse

portfolio of projects including contracts based in Hawaii. Responsible for

business development, and the promotion and marketing of 7Delta. See my

video at http://www.7delta.com/hawaii .

Select Achievement#1 - Diverse Corporate Portfolio (IDIQ/BPA):

Major contributor to the selection and successful award of several

Indefinite Delivery/Indefinite Quantity (IDIQ) and Blank Purchase Agreement

(BPA) contracts that expanded 7Delta's portfolio within the VA (VHA, VBA, &

OIT), and, and to several new government agencies. This includes the

following three contract vehicles with very different strategic scopes: The

1) Department of Veteran Affairs (VA) Transformation Twenty-One Total

Technology (T4) IDIQ; the 2) Pacific Joint Information Technology Center

(JITC) BPA supported by the VA, Department of Defense (DoD), and Military

Health System (MHS); and the 3) Internal Revenue Service (IRS) Information

Technology System (ITS) BPA.

Select Achievement#2 - Exponential Growth:

Contributed to the exponential growth of 7Delta from approximately a 15

employee, $3million small company, to a 250+ employee company with $100

million in projected revenue in less than three years. One of two original

Operations Directors, and a critical member of the 5 person Executive team

that included the CEO, COO, and President, that formed strategic teaming

relationships and wrote a winning proposal for the VA's T4 IDIQ that

triggered the explosive growth of 7Delta.

Select Achievement #3 - Financial Management:

Monitored, trained, and mentored Program/Project Managers to track

financial performance monthly at a minimum, while proactively analyzing

scenarios to increase productivity and ultimately profit. Exceeded profit

as-bid margin for all projects in my portfolio, and exceeded stretch

targets by up to 15% for 30% of the portfolio. Led the staffing and

budgeting level of effort (LOE) for the Pricing Volumes of new bids.

Mentoring, Leadership Development, and Resource Management:

Led 7Delta with mentoring, promoting, and encouraging the promotion of

employees to leadership roles to include Program/Project Managers,

Technical Team Leads, Architects, and Scrum Masters. Fostered a sense of

loyalty and longevity with 7Delta. Personally lead the staffing of high

performing project teams by actively interviewing and hiring, technical and

management resources for my projects, and trained employees to lead and

execute recruitment activities. Empowered employees and provided various

levels of management support to develop an agile workforce. Responsible for

making hire/fire decisions under my portfolio. Established communications

immediately after employee orientation by introducing myself to new

employees, in-person or by email, briefing them on their assigned project,

and introducing them to their Program and Project Manager. Promoted and

encouraged staff progression through training, certifications,

participating in Communities of Practice, and hands-on work that helped

them grow to be more productive, and long-term employees of 7Delta.

Portfolio Management:

Managed a diverse portfolio of primarily Health Information Technology (IT)

projects spread across four government agencies (VA, IRS, DoD, and MHS).

Consistently managed high-visibility and high-risk projects managing

customer expectations and establishing critical customer relationships.

Developed a portfolio focused on key capabilities to include VistA,

automated testing, Identity Management (IDM), software development and

prototyping, program management offices (PMO), and medical imaging systems.

Strategically aligned projects under Program Managers with similar projects

to create a pool for planned part-time resources and underutilized

resources that can be matrixed across projects for surges and back-up

support.

Business Development:

Identified strategic opportunities for the business pipeline. Participated

in pipeline reviews and intelligence gathering meetings, and voted on

bid/no bid decisions. Led the development of technical solutions by

identifying technical resources for writing and reviewing, organizing and

facilitating technical solutions meetings, and participating as an active

writer and reviewer for each bid. Prepared Business Cases, Analysis of

Alternatives (AoA), and Concept of Operations (ConOps) to propose new work.

Contributed to the successful 2013 7Delta win rate of 43%, with a personal

win rate of 50%. Led the project staffing and LOE estimating activities for

the pricing volumes. Knowledgeable of Centers for Medicare and Medicaid

Services (CMS), Department of Homeland Security (DHS), Department of State,

Center for Disease Control and Prevention (CDC), Department of Health and

Human Services (HHS), through work with partners and potential bid

opportunities.

IT and Health IT Leadership:

Managed critical VA projects related to the modernization of VistA,

replacement of Computerized Patient Record System (CPRS), Sustainment of

Telemedicine and VistA Imaging, and developing an IDM prototype to improve

matching and correlation issues with Veteran's health information. Managed

the development team that created the award winning VA Blue Button, and

served on the HL7 Technical Steering Committee that created the CCD to Blue

Button Transform Tool (CCD2BB). Implemented Communities of Practice (COP)

to stay apprised of critical technologies and future technologies while

training employees to contribute in the proposal process. COPs include: 1)

VistA, to address iEHR and PHR accessibility and interoperability; 2)

Automated Testing; 3) Agile Development Leadership including newer

frameworks like the Scaled Agile Framework (SAFe) for enterprise

implementations which combines Scrum, Kanban, and XP methods; 4) "Tech

Talk", a software development forum that we started in Hawaii, that

introduces new technologies and prototypes. Working knowledge of HIPAA,

NIST, and FISMA regulations.

Process Improvement:

In the spirit of Agile, continuous process improvement was a major theme

were we attempted to stay lean and agile when executing daily operations,

approvals, and processes. Worked with 7Delta management representing the

Operations team with successfully obtaining the ISO 9000 certification, and

worked on a Process Action Team (PAT) to forge the way for obtaining CMMI

level 3 certification in Software Development. Worked closely with the

Finance, Human Resources, Contracts, Security/On-Boarding, and Recruiting

teams to tailor processes that are both compliant with regulatory

guidelines and flexible.

Sr. Program Manager/Release Manager - Department of Veteran Affairs (3/2008

- 3/2009)

Scope: Serve as the Program Manager, Release Manager and Sr. Project

Manager with the Department of Veterans Affairs (VA) on the My HealtheVet

(MHV) Program. This program is devoted to the development of a website that

provides U.S. Veterans with access to medical records and medical

assistance. Major responsibilities include: Strategic analysis & planning,

technical analysis & evaluation, release planning & management, program and

project management process development, project planning, tracking, control

and reporting, stakeholder management, and communications & change

management.

Selected Accomplishment #1 - PMO Leadership:

Successfully organized and managed the effort for MHV to receive Program

Management Accountability System (PMAS) approval. PMAS compliance was

required before any VA program could continue or begin new development. It

consisted of preparing and presenting a Program Level strategy, roadmap,

and the newly implemented ProPath Process deliverables to VA Sr. Management

for approval. PMAS stipulates the deployment of major functionality within

a 6 month interval using an iterative development methodology. Prepared

the first MHV Integrated Master Schedule (IMS) based on agile software

development processes. Updated PMO processes to align with PMBOK for more

effective program and project management processes.

Selected Accomplishment #2 - Release Management:

Planned and managed all MHV releases throughout the development lifecycle.

Devised, facilitated, and executed Quality Gates based on RUP and Agile

development methodologies. Successfully and consistently gained approval

from the Undersecretary for all deployments to production. Worked with the

Help Desk, Operations, and business teams to ensure readiness for the

transition from the development environment to production, and develop

implementation plans. Managed and prepared all post-deployment activities

and deliverables as well as all closing activities.

Selected Accomplishment #3 - Agile Project Management:

Planned and managed congressionally mandated mental health project for MHV

using an agile development methodology for the first time. Resulted in

increased Business stakeholder participation, interaction, and

satisfaction. Significantly improved the project team resource utilization

and product quality by consistently delivering functional code every 45

business days. Regularly resolved requirements issues and fixed bugs early

in the project, eliminating costly rework at the project's end. Became the

first project to implement the new VA ProPath Processes using an agile

methodology and triggered the creation of a ProPath Agile workgroup to

implement iterative development methodologies into the ProPath framework.

Inspired the MHV Business Owner to request the mental health project be

used as a model for development on future projects.

Waterman Engineering & Consulting, LLC, Bowie, MD (12/2007 - 2/2008)

PMO Director/Sr. Program Manager

Scope: Serve as the PMO Director and Program Manager for a $200 million

enterprise-wide modernization effort within the United States Department of

Agriculture, Farm Service Agency (USDA/FSA). Major program

responsibilities include: Strategic Analysis & Planning, Procurement

Management, Business Case / Capital Planning and Investment Control (CPIC),

Budget Management, Technical Analysis & Evaluation, Program and Project

Management Processes Development, Performance Management, Project Planning,

Tracking, Control and Reporting, Stakeholder Management, Communications &

Change Management, Certification and Accreditation (C&A) / Verification &

Validation / Compliance Reporting, and Contract Reporting.

Selected Accomplishment #1 - PMO Setup

Conducted a PMO assessment within the FSA environment focusing on

program/project management maturity level, existing processes and tools,

and executive governance and support. Developed the approach for

implementing the PMO and executing the program. Drafted a Program

Management Plan that includes detailed processes, Standard Operating

Procedures (SOP), and templates required for monitoring the program

performance, and controlling the scope, schedule, costs, and quality.

Selected Accomplishment #2 - Program Governance

Established a governance model that addresses oversight at the OMB, USDA,

FSA, and program levels. The program and FSA governance charters

incorporate change control polices and thresholds for; establishing

baselines, and effectively managing the program's scope, cost and schedule.

Detailed risk, issue, and escalation management processes have been

established to supplement the governance models, allowing for consistent

monitoring and controlling practices during the execution of the program.

Selected Accomplishment #3 - Earned Value Management System (EVMS):

Developed and tested an EVMS in accordance with ANSI/EIA-748-A standards.

These EVM guidelines establish best business practices and proven benefits

for the planning and control of program management systems. The system

includes integration of program scope, schedule, and cost objectives,

establishment of a baseline plan for accomplishment of program objectives,

and use of earned value techniques for performance measurement during the

execution of the program. Established an Integrated Master Schedule (IMS),

defined control accounts and account managers, and performed EVM analysis

to track performance.

Selected Accomplishment #4 - OMB 300 Business Case and CPIC Process:

Maintain the OMB A-ll Section 300 with changes/updates in program scope,

cost and schedule, alternative analysis, risk management, acquisition

strategy, performance management, earned value management data, enterprise

architecture, security and privacy. Provide expertise for the FY 2010

capital planning budget submissions. Support and ensure adherence to the

USDA Capital Planning and Investment Control (CPIC) processes and reporting

requirements.

ASRC Aerospace, Greenbelt, MD (10/2007 - 12/2007)

Sr. Program Manager

Scope: Managed a senior-level technical architecture team, responsible for

designing and building the systems architecture for a high profile,

software application development project with the Department of Labor,

Employment Standards Administration (DOL/ESA). Designed and maintained the

development and production environments to meet system requirements and

objectives, enable flexible partitioning, reduce cost of maintenance and

evolution, and increase reuse and integration with legacy and third party

software. The infrastructure was designed at an enterprise level addressing

the server hardware, network, storage, backup, resilience, and

availability.

Theoris, Inc, Indianapolis, IN (2/2007 - 9/2007)

Sr. Program Manager/Management Consultant

Scope: Perform assessments existing PMO operations validating against the

PMO roadmap. Prepare detailed report listing strengths, weaknesses, PMO

Maturity Level, organizational project management maturity level, and

recommendations for improvement. Assessments address the three critical

focus areas of PMOs, project portfolio management, resource management, and

project management methodology, and include recommendations for organizing

and improving these areas. Generate project plans, implementation plans,

and management plans for the scope, schedule, quality, human resources,

communications, procurement, and risk knowledge areas, to support the

recommended actions. Implement recommendations using the Waterfall SDLC

and provide consultation for other weaknesses that need immediate

attention. Provide consultation on IT Governance and QA models like COBIT

and CMMI, and prepare accompanying implementation plans.

Selected Accomplishment #1 - PMO Assessment and Setup:

Performed assessment of a struggling PMO and provided a detailed report

listing strengths, weaknesses, PMO Maturity Level, organizational project

management maturity level, and recommendations for improvement. Prepared a

Roadmap and implementation plans for systematically incorporating the

recommendations based on priority. Prepared a PMO Charter, Roadmap,

Communications and Marketing Plan, Operations and Forecasting Plan, Project

Portfolio Management Processes and Procedures, and Resource Management

Processes and Procedures. Prepared metrics that focused on decreased

project cycle time and increases ROI from projects. Ensured alignment of

the PMO with organizational objectives by tailoring documents to pass

information using a Throughput Model. Drafted a training plan to focus on

resource training, certification, team development, and career development.

Also addressed the education of non-PMO personnel about Project Management

processes and procedures.

CREATIVE INFORMATION TECHNOLOGY, INC., Alexandria, VA (11/2006 - 2/2007)

Sr. Project Manager, Application Development

Scope: Selected to manage high risk, high profile application development

projects on the Department of Commerce, International Trade Administration,

and Office of the Chief Information Officer (DOC/ITA/OCIO) contract.

Classified as the Deputy Program Manager and targeted to assume full

responsibility for the DOC/ITA/OCIO program.

DOC/ITA/Commercial Services - Web Content Management System:

Project Manager for the migration of an existing ITA Commercial Service web

site into the ITA OCIO web content management system (wCMS). The Commercial

Service team is an international group with hundreds of locations and

employees worldwide. Project focused on creating a wCMS that would pass the

U.S. Government Certification & Accreditation (C&A) standards as a secure

web site.

Project Scope - Phase I:

. Migrate the Commercial Service Group web site into the ITA - Stellent

Content Management System.

. Move the existing platform to a secure data center to create a more

stable platform with emergency backup capabilities. Involves re-

designing the architecture, purchasing new hardware, and projecting the

cost of implementation and ownership. Also involved coordinating the

System Administration and Networking teams.

. Ensure compliance with the C&A, OMB, and the ITA Web Governance Board

rules and regulations.

. Plan a pilot program to be operated and monitored by Super Users.

. Coordinate the OCIO Customer Service team to prepare for 24/7 help desk

coverage of the new Commercial Service wCMS.

. Create a Training Plan that would address the training needs of the

Commercial Service Team internationally.

Project Management:

Performed stakeholder analysis to identify all affected parties. Prepared

a Project Charter to establish the project scope, objectives, goals,

assumptions, and constraints. The Charter also unified the Sr. Management

and obtained a commitment of funding and resources by the project sponsor.

Established communications with the Executives, Sr. Management, and all

stakeholders to ensure all affected parties could understand how they were

impacted. Managed the project using an integrative project management

approach with a strong emphasis on risk management, scope management, and

quality assurance, and their effect on the cost and schedule.

UNITED STATES SENATE by way of GENERAL DYNAMICS, Washington, DC (8/2005 -

11/2006)

Sr. Project Manager, Information Technology Support Contract (ITSC)

Scope: Managed a high priority, high profile, integration project that

involved the procurement and implementation of a printing management

system, and the development of a mail tracking and recording system within

the Senate's printing department. Followed an Enterprise Application

Integration (EAI) methodology to interface the mail and printing system

with internal industrial printing equipment, and external systems and

applications. Prepared a detailed project plan and management plans for

the scope, schedule, quality, human resources, communications, procurement,

and risk knowledge areas, to successfully manage the multi-million dollar

project. Implemented the system using the Waterfall SDLC, and included

tasks for Data Migration, End-User Training, extended maintenance, and

interfacing with other Senate projects. Lead contractual negotiations to

establish working subcontractors, licensing, maintenance, and escrow

agreements. Project was implemented within a structured ISO 9000

environment, and was also chosen as the model for organizing and

implementing processes to achieve CMMI Level 3 Certification for General

Dynamics.

Selected Accomplishment #1 - PMO Setup:

Assessed the overall costs and benefits of implementing a PMO tailored to

fit the ITSC. Prepared a roadmap to ensure the alignment of the PMO with

the ITSC business processes and goals, while focusing on customer

satisfaction. Also aligned the PMO with General Dynamics ISO and CMMI 3

standards. Created a PMO Charter to define and highlight the PMO

functionality and interaction within the organization. Setup a project

infrastructure & support system for effective project management and

communication. Drafted a training plan to focus on resource training,

certification, team development, and career development. Also addressed

the education of non-PMO personnel about Project Management processes and

procedures.

Selected Accomplishment #2 - Procurement:

Developed a customized procurement plan for the purchase of the new

printing management system, tailored to meet the unique requirements of

acquisitions within the U.S. Senate environment. Managed the full

procurement with an emphasis on systems analysis, requirements management,

and contract negotiations. Prepared the Request for Proposal (RFP),

established the "Competitive Range" and additional evaluation criteria, and

recommended a product based on the results of a technical analysis and Cost

Benefit Analysis (CBA). The procurement success resulted in the purchase

of a system that exceeded the initial requirements by 20%; decreasing the

level of effort (LOE) and customization required for implementation, the

total cost of ownership (TCO), and ultimately saving the Senate

approximately 15% in project funding.

Project Management:

Established a clear line of communication with stakeholders, Sr.

Management, and Executives, ensuring all affected parties provided input

and received updates on a timely basis. Managed the project using an

integrative project management approach with a strong emphasis on risk

management, scope management, and quality assurance, and their effect on

the cost and schedule. Maintained a Lessons Learned document to establish

best practices, and guide a constant process improvement effort under the

realm of CMMI. Managed the software vendor through the implementation in

accordance with the terms and conditions of the subcontractor's agreement.

Prepared metrics and participated in Software Peer Reviews.

Web Capability:

. Purchased a product with a web module that exceeded the Senate's

original expectations by providing a speedy, stable, and user-friendly

interface for end users to order, submit, and proof, print/graphic jobs

from any workstation with access the Senate LAN. Project the online

user base to increase from approximately 13% to 80% over the next two

years, making the online order entry process the primary method for

submitting jobs.

. Designed and integrated the web modules for approximately 400+ end users

using SSL to encrypt all documents being transmitted via the Internet.

Provided each user with private access and private folders within the

system, via a personalized user interface. Utilized a train-the-trainer

approach to train the Senate Education Office on accessing PMAS (local

and remote), entering and submitting orders, attaching files to on-line

orders, viewing files as proofs, tracking jobs, and utilizing on-line

help. Provided the Senate offices and committees with extensive

privacy, configurability, and security for their personal interface.

Systems Analysis and Design:

. Developed detailed and accurate requirements and managed them through

several iterations, meeting the unique printing, graphic arts, and direct

mail services offered by the Senate.

. Performed extensive systems analysis, guiding the Senate to select a

product that addressed approximately 90% of the functional and technical

requirements. Exceeded expectations that the selected product would only

be able to address 70% of the critical requirements and would need 30%

customization.

. Acquired unique knowledge of PG&DM operations through consultation with

production managers, supervisors, equipment operators, customer service

representatives, and upper management. Developed prototypes of critical

subsystems to assist with managing requirements and selecting industry

standards and protocols to use during development.

. Established insight into Senate infrastructure through consulting with

CIO network and SAN personnel that assisted with developing adequate

security and an emergency preparedness plan within the Senate network.

. Gained extensive knowledge in developing JDF/JMF machine-to-machine

interfacing standards. Produced a "state of the art" printing shop with

the successful integration of JDF/JMF. Exceeded expectations of

interfacing with 2-3 key pieces of equipment, to 8+ pieces of equipment.

The Senate has gained more efficiency with the tracking and recording of

labor costs, machine capacity, increased workflow, and automated job

execution.

Technical Leadership:

. Planned installation, configuration, integration, and deployment of a

licensed COTS print management system within the Printing Graphics &

Direct Mail shop using Enterprise Application Integration (EAI)

standards. Following the Information-Oriented Application Integration

(IOAI) approach that uses APIs to integrate at the database level via

data replication and interface processing.

. Implemented the JDF/JMF technical standards and messaging system,

originally developed by the graphic arts industry to facilitate cross-

vendor workflow implementations of computer-aided manufacturing. JDF is

a comprehensive XML-based file format, and proposed industry standard

for end-to-end job ticket specifications; while JMF is the XML-based

language used to communicate between JDF agents and controllers.

Implementing JDF automated the data collection process made the printing

operation more efficient and eliminated the possibility of human error.

. Hired qualified technical personnel certified in MS .NET, Visual

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