Senior Program Manager - Federal/Defense Initiatives

RANDAL P. LIVINGSTON

**** **** **** ****, *********, MD 21755

Phone: 443-***-****; e-mail: ******.**********@*****.***

Professional Profile

Mr. Livingston is a seasoned program management leader with over 25 years of experience driving complex federal and defense initiatives. As a Senior Program Manager at GDIT, he oversees multifaceted medical programs with disciplined execution across scope, schedule, risk, and performance. He brings deep expertise in integrated program management, EVMS, PMB development, and process improvement, with a strong record of implementing tools and frameworks that enhance reporting, operational efficiency, and decision-making.

He excels at coordinating cross-functional teams, guiding daily operations, and ensuring high-quality, compliant deliverables for senior stakeholders. His background includes leading large, multi-workstream efforts, mentoring program managers, and aligning technical and business teams to mission priorities. With PMP certification and advanced engineering degrees, he consistently delivers measurable improvements in cost, schedule, and operational outcomes. He is well-prepared to support DHA’s enterprise health IT and innovation initiatives with disciplined leadership, clear communication, and a commitment to mission readiness.

Employment History

General Dynamics IT, Falls Church, VA, September 2024 to Present

Longevity Consulting Inc., Washington DC, December 2021 to August 2024

Telesolv Consulting Inc., Kearneysville, WV, January 2021 thru November 2021

SR Associates Inc., Jefferson MD, April 2020 to Present

Dept. of Veterans Affairs Acquisition Academy (VAAA), Frederick, MD, June 2017 to March 2020

WeatherRX Inc., Eastman, GA, November 2015 to December 2018

GLH Development Properties Company, LLC, Eastman, GA, September 2015 to December 2018

IBM Corporation, Bethesda, MD, April 2003 to October 2015.

College of Notre Dame, Baltimore, MD, February 2006 to November 2015.

DeVry University, Keller Graduate School, Crystal City, VA, August 2004 to November 2015.

Xenotran Corporation, Glen Burnie, MD, December 2002 to April 2003.

CMA, Columbia, MD, June 2002 to November 2002.

Windermere Corporation, Annapolis, MD, November 2001 to May 2002.

University of Phoenix, Columbia, MD, November 2000 to 2007

WorldLinks Incorporated, Baltimore, MD, August 1995 to November 2001.

Westinghouse Electric Corporation, Baltimore, MD, June 1974 to July 1995.

Caterpillar Tractor Corporation, Peoria, IL, September 1971 to June 1974.

Professional Experience

General Dynamics IT, Program Scheduler, US Army PEO Soldier, Soldier Medical Devices (SMD), Fort Detrick, MD, September 2024 to Present. Mr. Livingston was assigned as a subcontractor to Allied Technologies and Consulting, Inc. as a program scheduler for all the projects managed by the Soldier Health, Prevention & Logistics (SHPL) Division Product Management Office (PMO). Microsoft Project was the software used to document and track the project’s Work Breakdown Structures (WBS) and Integrated Master Schedules (IMS). On behalf of SHPL, Mr. Livingston interacted with the US Army’s IMS IPT to ensure all required tasks on SHPL projects were consistent with acquisition logistics requirements and included in the project schedules. While collocated with two other schedulers assigned to the other two SMD divisions, Mr. Livingston mentored them and supported their scheduling efforts.

Longevity Consulting Inc., Senior Program Manager, USDA Forest Service, Mission Support Senior Program Manager (MASPM) Office, December 2021 to August 2024. Mr. Livingston has been assigned to the Forest Service MASPM team since December 2021. In that role, he has advised the USDA MASPMs on how to assess the program management maturity of the major programs within the USDA. He has structured activities for Region 1 programs to apply Work Breakdown Structures (WBSs), WBS Dictionaries, Integrated Master Schedules, Communications Plans, and Risk Management Plans. He gathered and loaded all the FAC P/PM artifact templates into the USDA PM Community of Practice. He has written program charters for several programs, including the charter for the new Pacific Planning Service Group. He built an SQL database in MS Access to help manage and track which Forest Service Project Managers obtain their FAC P/PM certifications.

Telesolv Consulting Inc., Business Analyst, US Coast Guard (USCG), C5ISC, Mission Support Systems Product Line (MSSPL), January 2021 to November 2021. Mr. Livingston is a site manager and business analyst for a team of eight Team Telesolv project managers at the US Coast Guard Operations Systems Center in Kearneysville, WV. This team supports the USCG MSSPL in providing more than one hundred services to the entire Coast Guard population. Mr. Livingston is currently assigned to assist a USCG Project Manager in directing the development of a new USCG recruiting system to be deployed nationwide. He serves as a project management Subject Matter Expert (SME) as he guides and assists the project contractor in achieving the milestones and artifacts required by the Systems Engineering Life Cycle (SELC) project management methodology per the policy of the USCG and the Department of Homeland Security.

Department of Veterans Affairs Acquisition Academy (VAAA), Lead Instructor, Project Management School, June 2017 to Present. Mr. Livingston began teaching FAC-P/PM courses at the VAAA in late 2016. In early 2017, the Lead Instructor position became available. He was offered the position of being responsible for the training of all the instructors of the VAAA PM school. He was also responsible for training the instructors to present the Senior Level FAC-P/PM curriculum as it first came out of development and into a regular course offering for government acquisition specialists, Contracting Officers (COs), Contracting Officer Representatives (CORs), and Program/Project Managers (P/PMs). Mr. Livingston completed the upgrade of all three Mid-Level FAC P/PM courses (Concept Definition, Concept Planning and Development through Closeout) to make it more usable by instructors in the classroom. He modified the Instructor Guide for the virtual Entry Level FPM 121 used in face-to-face classes to be compatible with a ten-day virtual class offering. He updated and corrected the VAAA Life Cycle Cost Model used in the FCE 400 LCCE Course offering. Mr. Livingston continues to support the VAAA in transitioning to a more robust use of Black Board as instructors in the Washington DC area and throughout CONUS teach the FAC-P/PM courseware.

WeatherRX, Inc., Chief Executive Officer, November 2015 to Present. Mr. Livingston became the Chief Executive Officer of WeatherRX shortly after he left IBM. He was selected by the company’s Board of Directors to write a business plan and raise money to implement a collaborative platform for use by agriculture scientists and growers of specialty crops in the southeastern United States. Platform collaborators plan to capture the latest agriculture scientific developments in mobile applications developed using IBM’s Blue Mix software and host them on the platform using IBM’s Mobile First mobility framework. Precision weather forecasts from IBM’s Deep Thunder, along with cognitive computing analytics made possible by IBM’s Watson computer, will enable the mobile applications to recommend the next best actions for growers based on their geographic positions and the crops grown on their farms. WeatherRX’s use of precision weather has caused companies in other industries (utilities, transportation & agribusiness) to approach WeatherRX for the development of mobile applications for use in their respective areas. Mr. Livingston continues to interact with potential investors to raise money and work with members of the company to develop revenue streams related to collaborative precision agriculture.

GLH Development Properties Company, LLC, Eastman, GA, September 2015 to Present. Mr. Livingston joined two partners to form GLH Development to buy and develop real estate in southern Georgia. The company has identified several properties they plan to develop in the Eastman area, the first of which is the $5M USD Golden Isles Town Center (GTIC) project. Mr. Livingston’s role has been one of project management and supplying the day-to-day interface with the General Contractor. He worked with the builder to create documents to define the scope of the project, a status-capable schedule to track development progress, and a detailed schedule of deliverables using earned value completion criteria to determine payment amounts. He has also conducted the contracts management function to complete lease agreements for the shopping center units, sales contracts for the GTIC out parcels, and support contracts for a variety of vendors supplying support services (engineering oversight, realty brokerage, etc.). The GTIC project is in the final phases of financing and is ready for the implementation phase.

IBM, Global Business Services (GBS), General Government Federal Lands Industry Account, United States Department of Agriculture (USDA) Agencies, Project Executive, July 2009 to October 2015. Mr. Livingston was assigned the USDA Account Executive, managing and maintaining an opportunity pipeline with ten different USDA agencies within the IBM Federal Lands Industry Portfolio. He primarily interacted with the Farm Service Agency (FSA), the Forest Service (FS), Rural Development (RD), Food and Nutrition Services (FNS), and the Office of the CIO (OCIO). He was responsible for establishing and leading IBM project pursuit teams made up of a variety of Practice Areas for the client-facing business development activities on these projects. He is responsible for all the planning, execution, and reporting associated with this client area. Mr. Livingston was assigned by the Client Service Executive to take personal responsibility for the preparation of a response to the Forest Service for two large task areas related to VOIP Voice Networks and Land Mobile Radio (LMR) systems management. He selected and worked with several major subcontractors (Digicon, AT&T, and Globecomm Systems) to develop a solution and prepare for implementation with all the requisite project management planning artifacts (WBS, ITIL Service Catalog, Integrated Project Schedule). Mr. Livingston was responsible for the thought leadership in applying satellite communications technology in the solution to create more competitive Service Level Agreements (SLAs) within the Forest Service. He also developed a proposal with an ITIL-compatible, cloud-based maintenance plan for the Forest Service radio network monitored by satellite networks to reach remote towers available only in good weather via helicopter.

IBM, Global Business Services (GBS), General Government Federal Lands Industry Account, United States Department of Agriculture (USDA), Farm Service Agency (FSA), MIDAS ATM BPA Proposal, Project Executive, May 2009 to Present. Mr. Livingston was responsible for the coordination and delivery of a large proposal effort out of the FSA to modernize the Farm Inventory Programs called MIDAS. The project was awarded in the first quarter of 2010 with IBM a subcontractor to SRA. The contract was a Basic Purchasing Agreement with a cap of $500M over seven years. The initial four tasks were worth ~$100M. Mr. Livingston was selected for this assignment due to his experience with ITIL, EVMS, program management methodologies, development methodologies, and CMMI organization structures. He was also selected based on his ability to lead large, diverse teams in dynamic situations, his knowledge of pricing and contract structures, and his understanding of how a variety of subject matter areas (Business Transformation Models, Security requirements, and Database software developments) could bring value to the FSA modernization.

IBM, Global Business Services (GBS), Department of Homeland Security (DHS), State, Local and Education Account, SL&E Portfolio Assessment, Executive Project Manager, March 2009 to May 2009. The purpose of this project was to conduct an evaluation of the IBM Global Business Services, State, Local and Education (SLE) business portfolio. The project was conducted to assess the resource assignments within the account management structure as well as the project management assigned to specific projects driving business and technical performance. In addition, the results of the project identified the key projects and pending proposals that, if performed well, would enable the business to meet its objectives. Finally, the SLE pipeline was reviewed and prioritized to determine the quality of the anticipated projects to be added to the portfolio over the next six quarters. Mr. Livingston was selected to jointly establish and lead a project team to evaluate the SLE portfolio in sufficient detail to confidently support recommendations associated with the final report. The team was also to provide support to the responsible Operations Managers in the definition of an ongoing management reporting and review process. Mr. Livingston identified the evaluation methodology to be used, staffed the project team, collected the relevant data, analyzed the data, and summarized the findings into a briefing for the executives who commissioned the evaluation. Mr. Livingston introduced marketing tools (e.g., BCS Matrix) and techniques (e.g., Project Portfolio Prioritization Models) that were not being used to illustrate and communicate the portfolio status to executive management. Several of the techniques introduced were incorporated into ongoing status reporting to better maintain and direct the management of the portfolio.

IBM, Global Business Services (GBS), Department of Homeland Security (DHS), US Customs and Border Protection (CBP), Modernization Support Team (MST), Executive Program Manager, February 2008 to April 2009. US CBP has contracted with the IBM Modernization Support Team to modernize their National Data Center in Springfield, VA and at Stennis Space Center, MS. Mr. Livingston was assigned the Executive Program Manager to develop the plans and systems for an Enterprise Service Bus (ESB), a Single Sign-On Portal, and the overall strategic plans for IT modernization using the application of the ITIL framework. Other projects in the portfolio included the installation of Opsware, virtualization of the servers and storage, and applying the requisite security activities associated with a highly secure data center facility. Specifically, Mr. Livingston was responsible for the modernization of the day-to-day engineering activities in preparing the data center for new applications and service offerings to CBP mission applications. This included the formal documentation and configuration/change management of the entire platform infrastructure (Mainframe, Windows, and UNIX) as well as the processes necessary to provide the engineering planning and implementation of the ongoing service applications for a team of approximately 100 engineers and technicians.

Mr. Livingston was also assigned to the MST Delivery Excellence Team, which assessed the Project Management methodology being applied. He conducted interviews with Task Order project managers and summarized the findings into recommendations for changes to the IBM CBP Industry Leader. This project was conducted with the CBP client's awareness, and the results were presented to the client. Many of the recommendations for improvement were implemented.

IBM, Engineering & Technology Services (E&TS) (Renamed Global Engineering Services (GES) in 2007), Telecommunications/Network Equipment Provider Business Area Manager (BAM), April 2006 to February 2008. GES maintained a portfolio of projects associated with telecommunications companies and Network Equipment Providers (NEPs) worldwide that had a collaborative engineering development orientation. In April 2006, Mr. Livingston was assigned to be the Business Area Manager (BAM) responsible for the delivery of these programs. He reported the financial status and any delivery issues associated with these projects to executive management on a weekly basis. He also worked closely with the principals in the practice area to bid and win new projects for the portfolio. The main companies he worked with in this assignment were Lucent, Nortel, NSN, Huawei, and Cisco. In addition to growing and managing the portfolio, his objectives were to bring IBM’s innovative technologies from research center activities through the development projects and integrate them into the products and services of the IBM clients to give them a competitive advantage in the marketplace. He also focused on helping smaller companies working with IBM to make use of automated engineering maintenance integration early in their design process, including conducting failure modes and effects analysis, achieving targets for MTBF and MTTR, and generating comprehensive ILS Plans.

Nokia Siemens Networks (NSN), Ravel Outsourcing, GES Delivery Program Manager, August 2007 to December 2007. As a result of the Nokia acquisition of the telecommunications product lines of Siemens in 2007, IBM was selected by NSN to transfer approximately 200 NSN employees to IBM which NSN would “buy back” from IBM over a period of three years. In addition, NSN would offload telecommunications work to IBM India for a period of five years at a level of greater then 300 man-years per year. It was Mr. Livingston’s responsibility to perform due diligence on the opportunity in Munich, Germany, and lead the GES World Delivery Team in assessing, structuring, and closing the programmatic documentation associated with delivering the services to NSN. A delivery team of twelve people from the US, Germany and India worked with their NSN counterparts to finally negotiate the documentation and start the project on time. Mr. Livingston won an IBM marketing award for his efforts on this international project.

Motorola Corporation/Nortel Networks, aTCA 970 MP Blade Development Project, Principal, August 2006 to March 2007. In August 2006, Motorola approached IBM on behalf of Nortel to develop and procure aTCA blades with dual 970 MP Power Processors for Nortel’s Versatile Service Engine (VSE). Nortel trialed an IBM blade and achieved a 65% performance improvement in their application. The trial was conducted with a BladeCenter blade which is a much more robust configuration and needed to be redeveloped to work in the more modest aTCA configuration with 970MP chips to conform to Nortel’s network element chassis. Meeting the aTCA specification proved to be very challenging due to the power and heat constraints. Mr. Livingston acted as the Principal for this project to structure and close the opportunity in a manner that would make the project deliverable and yet meet the demanding scope, schedule, and financial budgets. IBM was awarded the project by Motorola on the last day of 2006 and completed the complex design in mid-February. However, Motorola and Nortel failed to reach an agreement for the supply of the blade, and Motorola canceled the project in March 2007.

Lucent Corporation, Common Application Server Phase II Application Porting Program, Program Manager, December 2005 to April 2007. IBM and Lucent structured an agreement to market network telecommunications services associated with Lucent product offerings on the IBM BladeCenter/LINUX environment to carriers and other enterprise clients. Mr. Livingston was assigned as the Program Manager to define and structure the migration program within the time and cost budgets allocated and agreed to by the companies. He established a program management office to baseline scope, schedule, and cost using the Rational Tool Suite to produce Earned Value Metrics, which were used to manage the program. The migration work of the program was performed in Austin, TX; Cary, NC; Columbus, OH; Haifa, Israel; and Naperville, IL. Mr. Livingston’s responsibilities were to manage the disparate corporate organizations at each of these sites and to deliver the program according to the baseline projections so the marketing of the new systems could begin on schedule. The final agreements were completed in the 1Q 2006 and work on the software porting was completed within cost and schedule as of 1Q 2007.

Department of Homeland Security, Enterprise Acquisition Gateway for Leading Edge Solutions (EAGLE), October 2005 to November 2005. EAGLE is a large indefinite-delivery, indefinite-quantity contract to provide IT solutions to DHS in five categories: 1) Infrastructure engineering design, development, implementation, and integration; 2) Operations and maintenance; 3) Independent test, validation, verification, and evaluation, 4) Software development, and 5) Management support services. Mr. Livingston drafted the management volume for the proposal, worked with executive management to determine the revenue projections of the IDIQ contract, and helped write the citations of past performance in the five categories of the EAGLE program. A contract was awarded to IBM in the 3Q 2006.

Commonwealth of Pennsylvania, Department of Labor and Industry, Unemployment Compensation Modernization System (UCMS), Program Manager, July 2005 to April 2006. The UCMS program is being procured to modernize the Commonwealth’s unemployment compensation systems, which are aging and approaching their end-of-life dates. The system proposed by IBM incorporated the definition of the requirements with use cases, used the Rational Suite of development tools and was designed using a Services Oriented Architecture (SOA) approach as the basis for the systems architecture. Mr. Livingston was assigned the Program Manager to lead the delivery team through all phases of the development and deployment. The development was completed at the client site, and personnel from the client’s departments were to facilitate the handoff of the completed system. The UCMS took approximately five years to develop and cost over $100M dollars. Mr. Livingston worked with the Capture Team to complete the proposal, participate in the Orals presentations, and prepare the Best and Final Offers (BAFOs) for the client. The award was made in the 2Q 2006.

Department of Homeland Security (DHS), Department of Justice (DOJ), Department of the Treasury, Integrated Wireless Network (IWN), Program Executive, December 2004 to April 2006 and January 2009. The IWN program was established to resolve interoperability problems among federal first responders and state and local public safety officials in responding to national emergencies and natural disasters. IBM was a Tier 1 subcontractor to General Dynamics (GD) and was scheduled to provide IT infrastructure and a fixed site data backbone for dedicated IWN communications. Mr. Livingston was assigned as the IBM Program Executive to assist the Capture Manager in winning the program with a deliverable solution and managing the execution of the program once awarded. He worked with his program management counterparts at GD to develop the material for the Management Volume of the proposal (the Management Volume was evaluated Blue by the DHS) and established the internal program management system for the IBM scope. He was also designated as the principal IBM representative to participate in client-sponsored due diligence to help potential contractors understand the complex workings of DHS, DoJ, and Treasury to provide a more responsive proposal in the Performance Based Contracting context. Mr. Livingston developed a maintenance plan included in the proposal for the ground radio towers being used by DHS as part of the IWN system. The program was awarded to GD in mid-2006.

College of Notre Dame of Maryland, Adjunct Professor of Marketing and Business Statistics, April 2006 to present. Mr. Livingston teaches marketing, and business statistics at the College of Notre Dame of Maryland in the undergraduate business college. He is a qualified facilitator and teaches at the Baltimore campus in downtown Baltimore, MD.

US Government Printing Office (GPO), Electronic Passports, Proposal Manager, May 2005. The US GPO initiated a program to embed a wireless microchip in the cover of conventional US passports for distribution to American citizens through the US Department of State beginning in 2006. IBM wrote an unsolicited proposal to supply the covers to the GPO and move manufacturing of the chips and gluing of the covers from current offshore sites to CONUS. IBM also offered the GPO secure handling of the product through its manufacture and delivery processes. The established proposal team was having difficulty bringing the proposal to closure when Mr. Livingston was assigned as the Proposal Manager as part of an emergency recovery team. He rewrote the program management sections of the proposal including developing the program organization and work breakdown structures. As Proposal Manager, he coordinated inputs from various IBM organizations to meet new due dates for the delivery of the proposal. The proposal was submitted to the GPO within three weeks of this assignment and was well received by the client.

Texas Health and Human Services, Integrated Eligibility and Enrollment (IEE), Assistant to the Program Executive, October 2004 to December 2004. The Texas IEE program was the largest entitlement program to be outsourced up to 2004 in the US. IBM was the prime contractor teamed with ACS and Deloitte to automate the determination of eligibility of needy Texans and broker their enrollment in one or more of seven state welfare programs. Mr. Livingston was assigned to assist the Senior Program Executive in setting up workflow activities to take the program from the proposal stage to the delivery stage and make certain delivery issues were addressed during orals, BAFO, and negotiations. Mr. Livingston was given responsibility for coordinating a team effort in the analysis of 104 performance standards associated with the program to minimize and understand the extent of the liquidated damages associated with each one. He accomplished this goal, documented recommendations to the Capture Manager, identified the practice area within IBM to further the work, and made certain an SME was assigned to carry out future changes.

Capital Wireless Information Network (CapWIN), Project Executive, September 2004 to April 2006. Mr. Livingston was assigned this position to implement the recommendations of the SWAT Stability Team. He negotiated changes to the CapWIN contract, which incorporated the termination of a fixed price warranty obligation, the funding associated with the development of a Web Services Client, an Open Source Software license for state and local government users of the CapWIN software, and additional funding for comprehensive system stability testing and transition support. He provided the thought leadership to generate a plan to recover the project from the Watched List. Mr. Livingston also prioritized the preparation of and the content of the CapWIN Project Management System.

DeVry University, Adjunct Professor of Program Management, Marketing and Business Management, August 2004 to present. Mr. Livingston teaches marketing, program management, and business management at DeVry University in both the graduate and undergraduate business colleges. He teaches Program Management at the Keller Graduate School. He is a qualified facilitator and regularly teaches at three of the DeVry campuses in the Northern Virginia and Washington DC area.

Capital Wireless Information Network (CapWIN), SWAT Stability Assessment Team Leader, July 2004 to September 2004. As the SWAT Team Leader, the IBM AIS PAL and the Director of CapWIN commissioned Mr. Livingston to prepare a report on how to stabilize the CapWIN system, which was exhibiting problems in public safety Beta Tests. The stability of the CapWIN system was critical as it affected the future funding of the organization and the lives of public safety officials in first responder situations. He organized and conducted a Technical and Architecture Review Panel made of internal IBM and external experts associated with each of the system components. He also took short-term actions to define the stability improvement program, resolve all known system defects, and complete the integration of system interfaces to law enforcement databases in Maryland, Virginia, and the District of Columbia. As a result of his team’s efforts, further profit erosion on the Firm Fixed Price portion of the contract was significantly reduced, and additional Project Change Requests were put in place to enhance the wireless client and conduct stability testing.

Federal Emergency Management Agency (FEMA), Project Launch Manager, January 2004 to July 2004. FEMA initiated a project to modernize procedures and methods applied to map studies and changes pertaining to floodplain mapping and flood insurance issues. FEMA asked IBM to manage the Project Management Office and launch the project by documenting the project management plans necessary to manage the project. As the Project Launch Manager, Mr. Livingston assessed the need of the project and organized a team of six people to interact with project management to determine the specific process in the WWPMM methodology to be used on FEMA. The launch plan was developed based on the PMCOE Project Launch Cookbook. Fifteen plans were developed and discussed with personnel from the prime contractor, Michael Baker Corporation.

Office of Personnel Management (OPM), Retirement System Modernization (RSM). Delivery Excellence Executive, November 2003 through December 2003. IBM was under contract with OPM to plan a procurement to upgrade and automate the retirement system for government employees. The program was being restructured and rewritten to correct a set of

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