Chief Operating Officer
Resume:
Gary F Stevens
************@*****.***
Experience
Chief Operating Officer, DoD Nov 2014 – Present
Acquisitions and Contract Rationalization
-Leadership and Direction: Responsible for acquisitions and contract rationalization that directly support the missions and operations of the PEO Medical Systems/CIO. Provides leadership, direction, and acquisition planning support to contracting and procurement teams, reviewing and reporting on 600+ contracts with an annual value over $1B. Coordinates the development of acquisition strategies and program baselines in accordance with DoD acquisition policies and procedures. Establish long-range, intermediate, and short-range goals, objectives, and plans in relation to contract execution.
-Contract Rationalization Workgroup: Chartered and managed the Contract Rationalization Workgroup to maintain a repository of contracts, track progress of contract actions, and recommend the elimination of duplicative contracts. Responsible for documenting and streamlining workflow and business processes.
-Resource and Financial Management: Evaluates financial execution and resource utilization, recommending transfer of resources between contracts to deliver efficient and economical results. Develops and articulates capabilities and requirements in support of the annual fiscal planning process (Planning, Programming, Budgeting, and Execution (PPBE)).
-Representation and Negotiation: Responsible for presenting, defending, and negotiating on issues directly affecting the support and success of multimillion-dollar IT systems throughout the Defense Health Agency world-wide. Partners with the contracting offices regarding the appropriate use and execution of contracting services.
Director, Bureau of Medicine (DoN) Aug 2008 – Nov 2014
IT Governance and Portfolio Management
-Strategic Planning and Governance: Provided executive support and oversight of strategic, business, and financial annual plans of $165M. Led business process development and policy formulation. Expert in governance and healthcare systems operations, supporting the strategic list of prioritized requirements for Navy Medicine’s mission readiness. Successfully streamlined and implemented an enterprise-wide governance process aligned with industry best practices and federal requirements.
-Portfolio Management: Primary specialist and focal point for all portfolio input concerning IT investments (appropriations, program elements, and allocations). Program lead for Navy Medicine requirements into the development of the consolidated Military Health System (MHS) repository, analyzing over 2,500 records. Compiled and analyzed data that provided the information needed for spending visibility and annual reporting requirements.
-Capital Planning and Investment Control (CPIC): Assisted in developing CPIC processes, taxonomy, and comprehensive strategy documentation. Oversaw cost estimating, cost planning, program budgeting, and all financial-related management. Reviewed budget estimates and prepared budgetary data and exhibits.
-Metrics Governance Board (MGB): Established the MGB, chartered with providing quality metrics and performance reporting using web-based tools, resulting in a dashboard view of operational statistics to assist in the decision-making process.
-Governance and Customer Relations Workgroup: Key stakeholder in the creation of the overarching Health IT governance process, metrics, reporting standards, and multi-phased implementation effort charged with consolidating investments.
Consultant, KSJ Mar 2002 – Aug 2008
Executive Advisor to NAVMED CIO
-Strategic Planning: Developed a resourcing matrix-based spreadsheet on the expectations and requirements of the office, which facilitated the staff expansion from 5 to 30 FTEs.
-Executive-Level Briefings: Authored and presented executive-level briefings on issues arising from various boards, committees, and working groups.
-Financial Oversight: Provided financial oversight for the development, deployment, and sustainment of multiple budgets including the establishment of long-range (5-10 years), intermediate, and short-range financial plans, including the Program of Memorandum (POM) and Interim Program Reviews (IPR).
Program Executive Office (PEO) Support
-Executive Support and Oversight: Responsible for planning, integration, policy formulation, and oversight of over forty programs totaling $800M annually across six subordinate Program Offices. Provided expert strategic planning and acquisition management advice on executive control, direction, oversight, and policy creation. Assisted in establishing the structure and schedule of quarterly Interim Program Reviews (IPRs). Adapted organizational policies, goals, and objectives; Program Management Baselines (PMBs); and coordinated resources within broad limitations established by higher authority. Assisted in Annual Performance Plans (APPs) with measurable performance targets consistent with strategic plans, ensuring efficiencies and effectiveness throughout the organization.
Education
Hood College: BA – Computer Science, BA – Management Information Systems
Currently hold a DoD SECRET clearance
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