Senior Program Manager - Security-Centric IT & Construction Programs

Robert William Fini Jr.

**** ************ **. *** ***, Vienna, VA, 22180

703.615,1756

******.*.****@*****.***

SUMMARY

Responsible for owning program strategy and end-to-end delivery while defining and executing against program requirements. Managed teams using a continuous improvement process, implementing international solutions of ORACLE, Microsoft, FedRAMP, & SAP, SaaS, Cyber Security, and other COTS products. Lead international teams creating secure auto-failover and disaster-hardened enterprise solutions for integrated applications and manage large-scale construction programs, managing general contractors to support the enterprise and facilities of Federal Departments, Corporate Headquarters, Data Centers, Security & Network Operations, and field offices. Skilled leader of cross-functional/matrix organizations in the successful completion of deliverables, utilizing best practices to continually improve development, delivery, and management of strategic solutions and programs. Single point of contact leading the sales, implementation, and operational teams to provide full life cycle service to the client. Subject Matter Expert in construction and facility changes, building the infrastructure and software system to secure the organization's information and to federate with customers, suppliers, employees, and contractors, ensuring 7 x 24 access in a secure environment. Team builder of cross-functional skilled trades and professionals, both domestically and internationally, for facilities, applications, networks, control systems, and reporting. Business Development and contractors’ representative for client support as the Subject Matter Expert, including full life cycle responsibility for Indefinite delivery/indefinite quantity (IDIQ) Programs and Task Orders from RFI RFQ to end of delivery tasks; DOC, DHS, DOW, and DLA.

CLEARANCE

Active DoD Secret renewed 09/06/2025, qualified for Top Secret.

EDUCATION

Master of Business Administration - University of Dallas, Irving, Texas, September 1988 – May 1991

Bachelor of Industrial Engineering - Youngstown State University, Youngstown, Ohio, October 1974 – May 1979

CERTIFICATIONS

PMI Practitioner PMBOK 2 – 6 30 years.

ITIL Foundation V 4.0 in process.

WORK EXPERIENCE

Sr. Program Director and Owner, Finigov, Vienna, VA, September 2024 - Current

•Program Management: Oversee the execution of Task Orders and Contracts, ensuring adherence to project timelines, budget constraints, compliance with the Federal Acquisition Regulation (FAR), and performance objectives. Manage and maintain program/project controls through established and refined operational processes to enhance team efficiency across both agile and waterfall methodologies. Implemented a proactive risk management framework, systematically identifying, documenting, and mitigating potential issues to uphold project integrity and continuity.

•Strategic Planning & Resource Management: Lead all strategic planning, budgeting, and staffing initiatives to align resources with task requirements and mission objectives. Develop and maintain the PMP, MSRs, and PMRs. Responsible for security with hardened disaster recoverable systems of our enterprise solutions and interfaces to customer and vendor systems.

• Develop and maintain the business plan and strategic direction of the organization and secure the financial resources to sustain healthy profitability. Managing key project and support tasks within approved baseline budgets and resolving variances.

•Quality Assurance, Control, and Leader performing auditing, inspections, development, and implementation of plans and procedures, remediation, and training over the cross-functional teams. Organizational Change Management leader implementing transformational and adaptive improvements within processes, methods, and training, affecting continuous improvement and standardized solutions.

•Business Development, develop and manage pipeline for Federal with GOVWIN and SAM, and contractors’ representatives for client support as the Subject Matter Expert, including full life cycle responsibility for Indefinite delivery/indefinite quantity (IDIQ) Programs and Task Orders from RFI RFQ to end of delivery tasks for DOD.

•Serve as the primary point of contact for the Contracting Officer KO and Contracting Officer’s Representative COR.

•TekSynap, project management and business development.

•Alamo City Engineering Services Inc., team builder exploring and developing contracts with experienced partner organizations for the proposal processes

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Program Manager, Cayuse Federal, LLC., Pendleton, Oregon, February 2024-August 2024

IDIQ Dev SecOps/DevOps Aberdeen Proving Grounds CECOM (SEC), leading a 40-person team supporting various commands and integrated Army systems.

•Conducts market research with pricing analysis and teaming (prime and sub) arrangements, creating winning strategies and submittals for IDIQ and TOs.

•Client Leadership by building and maintaining relationships and a single point of contact with the customer, COR, KO, and prime or sub-contract teams. Lead the support teams, ensuring quality service and support (Quality Assurance and Control) in compliance with DOD regulations, policies, and host government laws and requirements. Managed key project and support tasks within approved baseline budgets and resolved variances.

•Operational support: Managing team members' priorities, mentoring team, creating remediation to resolve variances, and establishing individual growth plans to enable our people to reach their personal goals. Maintain communication plans and reports; develop and maintain the Earned Value Management System, Risk Management Plan, Master Schedule, and other required Task Order documentation and present to the corporate staff, vendor, and customer teams.

•Business Development; Subject Matter Expert with the full life cycle in an Agile environment, from identifying Federal opportunities, responding to Requests for Information & Proposals, through contract completion IDIQ and TO with integrated internal and vendor teams on multiple 500-million-dollar-plus base operations and construction, systems support, and operational support programs worldwide. Responsible for stakeholder coordination and operational oversight with financial analysis, budgeting, and forecasting, operational and financial reporting, collaboration, vendor control, compliance, process improvement, audit, and team retention.

•RFI/RFQ submittal and transition Subject Matter Expert for Air Force and Navy base civil and engineering base upgrades, depot maintenance, and modernization with improved integration to DLA systems. Process improvement leader to improve efficiency and effectiveness through agile philosophies and engineering, and to drive organizational change management to eliminate non-productive expenditures. Develop and maintain the PMP, MSRs, and PMRs.

Program Manager, Vectrus V2X, Tysons Corner, Virginia, June 2022-August 2023

•Manage teams of international vendors supporting global defense requirements (DOD) during major mergers and acquisitions efforts for cost reduction and organizational improvements.

•Managed cross-functional teams of service providers and teams with internal business owners to implement the conversion and improve the Enterprise Business Systems (Financial) S4 Hana SAP & Oracle (shared services) modifications of applications and report creation; invoicing, billing, and reporting.

•Program Management role responsible for the execution of Task Orders of (Navy, Air Force, and Army) or contract requirements, with on-time and within approved budget delivery of the key performance indicators. Operational Efficiency and Quality Control through the development of processes and procedures that enable teams to perform with maximum effectiveness in both agile and waterfall environments. Managed programs and projects, minimizing risks through Risk/Issue identification, recording in logs, and creation of remediation plans to ensure swift treatments to cure issues.

•Logistics and Supply Chain: Our team supported the supply chain with our manufacturing facilities to create finished equipment, replacement parts, and assemblies purchased by the DoD. Our base team members provided building improvements, inspections, and installations for the depot base operations and forward installations.

•Positive Business Impact: Deliver revenue, cost, and risk improvements through structured and agile processes.

•Contributor to process improvement and governance to improve vendor management and reporting with KPI’s to certify and audit monthly billing and performance reviews.

•Merger & Acquisition of a Raytheon defense electronics manufacturing division by leading the cost-saving efforts and compliance with IPC standards to purchase applications, resulting in exceptional quality and improved processes, saving 8.4 million dollars over three years, supporting DOC, DHS, DOW - Navy, Air Force, Army, and NATO forces, and DLA.

Program Director, A Better Management Firm LLC, Vienna, Virginia, February 2019-May 2022

•Managed an e-commerce digital transformation initiative to implement a Security Operations Center and Remote

Office Environment with modernized, fully disaster recoverable global network services. Managed the bid (RFI & RFP) and contracts lifecycle, starting with responding to RFI/RFP and the Task Order process to final implementation and sign-off on domestic and global support contracts.

•Establish the Identity, Credential, and Access Management (ICAM) Federation / Single Sign-in and Identity Management implementations and Advisory Councils (Supervision and Technical) for a Department of Commerce and six Agencies (ForgeRock and Oracle shared services).

•Program Management: Oversee the execution of Task Orders and Contracts, ensuring adherence to project timelines, budget constraints, compliance with the Federal Acquisition Regulation (FAR), and performance objectives. Manage and maintain program/project controls through established and refined operational processes to enhance team efficiency across both agile and waterfall methodologies. Utilize excellent communication, negotiation, and interpersonal skills to implement a proactive risk management framework, systematically identifying, documenting, and mitigating potential issues to uphold project integrity and continuity. Develop and maintain the PMP, MSRs, and PMRs.

•Strategic Planning & Resource Management: Lead all strategic planning, budgeting, and staffing initiatives to align resources with task requirements and mission objectives.

•Provided Strategic Planning to form and implement Business Strategy based on Market Analysis and customer needs. Develop and maintain the organization's business plan and strategic direction, and secure financial resources to ensure profitability.

•Program Management is responsible for the execution of Task Order or Contract requirements with on-time and within approved budget delivery of the key performance indicators. Operational Efficiency and Quality Control through the development of processes and procedures that enable teams to perform with maximum effectiveness in both agile and waterfall environments. Managed programs and projects, minimizing risks through Risk/Issue identification, logging, and creation of remediation plans to ensure swift treatment of issues. Efficient and effective communication with stakeholder coordination through the program lifecycle. Strong understanding of the defense acquisition process, government contracting, regulatory, and security requirements.

•Quality Assurance and Control leader, ensuring compliance with government rules, regulations, laws, and directives while managing business units of international teams of Project Managers, Team Leads, Security & Business Analysts, Engineers, Programmers, Testers, and multiple departments of skilled trades. Lead and present operational and financial reports to clients for various programs. Organizational Change Management leader implementing transformational and adaptive improvements within processes, methods, and training, affecting continuous improvement and standardized solutions.

•Team oversight: Manage functional and technical teams implementing DHS E-commerce solutions and Oracle Federal Financial upgrade 11.5 to 12.2. Provide staff training and support on quality control processes.

•Led merger and acquisition teams performing review and recommendations to improve the client’s user experience, methodology, development of applications, processes, and procedures, with advanced key performance indicators (KPI) and reporting metrics with ORACLE EBS, SAP, MS Dynamics 365, MS SharePoint, Costpoint, Workday, and Salesforce. Program Manager to improve cybersecurity compliance with

design/develop/integrate an Emergency Notification System with Service Now, Travel Management, and Security Manager.

• Construction Director managing PMO, inventory, quality assurance and control, construction management, and crews for Station Renovation, underground and aerial high and low voltage power systems.

•Establish and track metrics using the Earned Value Management System (EVMS).

Principal Program Manager, Collins Aerospace, Marina Del Rey, California, December 2017-January 2019

• Worked with an international team to create the artifacts based on CMMI processes, distribute reports, and deliver these results to customer and internal executive meetings. Develop and maintain the PMP, MSRs, and PMRs.

•Logistics and Supply Chain: Teamed with Engineering and Operations managers to control the plan through the installation of hardware, security, and recovery applications and systems at our Los Angeles facilities, then pack and ship to the client in their stations and operation centers from San Francisco to San Jose.

•Managed program portfolio process as hunter/gatherer of new business with the bid, proposal, and staffing cycles to ensure timely, qualified, and completed responses and business capture.

•Drive the execution of complex integration plans, as manager of teams and negotiate with resource managers to allocate teams, in a matrix organization, to create and deliver the agreed ERP business, security systems with ICAM software (local hosted and SaaS), hardware component and final assembly equipment certified and installed in compliance with IPC standards, and services with the highest quality, 100% compliance with government directives, and within budget.

•Organizational Change Management leader implementing transformational and adaptive improvements within processes, methods, and training, affecting continuous improvement and standardized solutions with the implementation of major construction upgrades to the two Security Network and Operations Centers. Responsible for the Quality Control and Assurance activities and testing teams' performance to standardized procedures and reporting.

•E-commerce platform implemented Salesforce & JIRA applications with train-the-trainer and integrated the PMO with marketing, sales, and billing efforts, and the monthly program presentations to stakeholders.

•Responsible for Program Management through the execution of Task Order or Contract requirements with on-time and within approved budget delivery of the key performance indicators. Operational Efficiency and Quality Control through the development of processes and procedures that enable teams to perform at maximum effectiveness in agile and waterfall environments, and to be scheduled with Primavera.

•Customer Experience and prime customer contact managing the new capture process for acquiring 10 million dollars of new orders.

•Manage and support Mission Critical Major Rail Programs: Positive Train Control, Traction Power Electrification,

SCADA and Power Electronics and Embedded Software, BOS, Rail Operation Computer System - ROCS, High and Low voltage electrical system design, maintenance, and construction, PADS Signs and Internet Web Sites, Facility Control and Electronic Security Systems.

Program Director, Cognosante-Veterans Affairs, Falls Church, Virginia, September 2016-June 2017

•Created and maintained a Program Management Office for Veterans Affairs Academy Management School.

•Implemented Quality Assurance and Control program for the PMO and cross-functional teams.

•Program Management is responsible for the execution of Task Order or Contract requirements with on-time and within approved budget delivery of the key performance indicators. Operational Efficiency and Quality Control through the development of processes and procedures that enable teams to perform with maximum effectiveness in both agile and waterfall environments. Managed programs and projects, minimizing risks through Risk/Issue identification, recording in logs, and creation of remediation plans to ensure swift treatments to cure issues. Efficient and effective communication with stakeholder coordination through the program lifecycle.

•Managed US government Information Technology-based contract and contractor team of Project Managers, Security and Business Analysts to develop and maintain websites, registration processes, employee training records management, development of class cadres, and solutions architect of the accounting, budgeting, and reporting systems. Develop and maintain the PMP, MSRs, and PMRs.

•Guided the PMO team in working with the customer and primary presenter in meetings, providing status reporting, variance analysis, risk/issue matrix, KPI’s, and improvement opportunities. Organizational Change Management leader implementing transformational and adaptive improvements within processes, methods, and training, affecting continuous improvement and standardized solutions within the PMO and client team.

•Market research and cost analysis supporting lead generation and new business implementation of capture efforts to advance customer improvements.

•Analyzed and implemented an upgrade to the E-commerce front end for students’ registration and payment systems. Developed and implemented a framework for continuous process improvement and reporting to the client principal.

Program Director, United States Marine Corps - MCS., Quantico, Virginia, October 2015-April 2016

•Directed and managed organization teams on the Design phase of a 12-million-dollar shared services for DOD ORACLE Federal Financial FedRAMP cloud implementations, SaaS, FAR, & DFAR. Worked with the COR and Security team to draft the contract for ORACLE and to create pipelines of secured information and document sharing. •Worked with Contract Officer to create RFI and RFP document packages, and Task Order contracting documentation.

•Negotiated a savings of $800 K of educational expense with ORACLE.

Program Director Change Management, National Industries for the Blind, Alexandria, Virginia, October 2013 - August 2015

•Presented to the CFO semi-weekly, ad-hoc reporting, and co-managed the departmental review team meetings, implementing major components of large-scale organizational change management efforts, including organizational impact assessments, stakeholder identification and alignment, communications planning and execution, training needs assessment, and solutions.

•Lead team improvement of E-Commerce solution from order intake to final billing.

•Developed and implemented a mature capability model of the Portfolio Management Procedures to screen potential projects from ideas and/or goals into a unified structured methodology of cost-benefit analysis and staging for the executive board to prioritize and approve projects.

•Documentation and Governance, creating and modifying policies, procedures, and documentation to sustain and maintain artifacts to maintain effective and efficient operations and accountability.

Manager, TS Project and Project Manager II, Freddie Mac, Fannie Mae, Reston, Virginia, August 2011 - July 2013

•Managed the E-commerce Securitization Utility Operational Data Store program through negotiated allocation of team resources to achieve project goals. Lead contractor and permanent technical teams implementing solutions with the enterprise data mart and reporting through shared services software integration, data governance, change management, and support efforts. Managed program and project plans to implement objectives, negotiated technical approach with resource managers and stakeholders. Coordinate and lead program and project team meetings to achieve the integrated master schedule, mission, and prioritized goals.

•Logistics and Management of the Nationwide SAP BOXI COTS solution upgrade from 2.2 to 3. Manager performing Quality Assurance and Control while leading the execution and implementation through complex integration plans to create a duplicate system to run concurrently, while we sequentially upgraded 17,000 end users.

•Managed ICAM integration with banks, mortgage originators, and loan servicing firms, and federal/state agencies.

•Planned and staffed a team to identify and mitigate issues local to the corporate headquarters and remote sites to create a flexible Continuity of Operations environment with automated and customer call-in processes. The Organizational Change Management team leader implemented improvements within processes, methods, and training, affecting continuous improvement and standardized solutions. Oversight of developing and maintaining the PMP, MSRs, and PMRs.

•Effectively communicated complex technical concepts to a variety of technical and non-technical stakeholders (Senior Vice Presidents to Department Heads, and Operational Team Members).

•Risk, Budget & Resource Management through master scheduling, multi-year budgeting, risk and issue management, cost burn-down tracking, and plan modifications to obtain business process improvements and avoid undue risks.

•Managed stakeholders, risks, budget, and resources across multiple teams throughout the full project lifecycle to ensure risks were mitigated, project goals and metrics were achieved, and the project was completed on time and within budget.

•Managed Enterprise Project Portfolio Management with SDLC Agile Internet Software Development teams implementing Identity, Credential, and Access Management (ICAM) in ORACLE 11g environment, ORACLE Identity Federation & Enterprise Credential Vault Management within Legacy Remediation and integration to back-end processes and infrastructure upgrades.

•Used Planview to guide the creation/integration of the HR modules to automate security changes.

Sr. Project Manager, AMTRAK, Washington, District of Columbia, February 2009 - February 2011

•Stakeholder, Risk, Budget, and Resource Management of multiple teams with the full project lifecycle for a $500million construction program build out of Mission Critical security, operational building controls, and stations hardening. Oversight of the team performing development and maintaining the PMP, MSRs, and PMRs.

•Implement CCTV software applications to detect and manage Station and Cyber Security, and Access Management threats.

•Transportation, Logistics, and Supply Chain: Designed and managed the construction of the Washington Union Station national security system and Security Operations Center. Integrate the operation center with regional emergency response centers. Implemented a Nationwide complex software integration (SDLC) of multiple vendors’ COTS solutions in a shared services environment. Managed the installation of the software applications and our hardware (Networks, camera systems, servers, and cabling at over 60 stations nationwide for the newly installed CCTV security systems with ICAM implementations. Change Management to implement the new processes and procedures at the Washington, DC, operation center.

•Managed NYC SCADA Data, security, and AI system, a $1-million effort upgrade.

•Supported a bridge construction and five miles of ocean beach addition and safety improvements.

Program Manager and Lead Program Operations Manager, Apex Systems - Sprint. Reston, Virginia, January 2006- November 2008

•Improved the efficiency of 7,000 team members by implementing a nationwide e-commerce multi-channel in-store return and pickup program. This program provided in-store construction to connect kiosks to our server farm, enabling store associates to access customer equipment information, resolve customer concerns, and address issues.

•Managed a new data mart and reporting project to support enterprise reporting with multiple software sources and hosting options (local and SaaS).

•Managed the E-Commerce systems team to create and run processes and reporting for Federal clients.

•Change Management Agent who managed the departmental review and implemented a CRM software upgrade.

•Managed the teams implementing business processes, providing reporting on the Federal Networx supply vehicle. •Used Enterprise Project Portfolio Management skills to control the portfolio of the project pipeline. Managed an inter-department task force to improve performance and resolved variances from the contract Service Level Agreements for the CPO office interface to GSA and Federal Agencies

Implementation Program/Project Manager. SONA Networks – AMTRAK, Washington, D.C., February 2004- August 2005

•Developed the process and managed the union and non-union teams installing the Paperless Time Tracking Program for train and station crews nationwide. Secured train stations and right of way, and implemented a nationwide communication system to operations and engineering centers.

•Transportation, Supply Chain, and Logistics: Managed the Washington Union Station Depot for the Kiosk and thin-client equipment. Worked with the station masters and building owners to remediate and modernize facilities, MEP for the shared service software (SaaS) with newly installed 200 kiosks at 86 stations, remediation and construction, and an operations center improvement. Improved operations by implementing continuous process improvement methodologies, resulting in more streamlined, effective, and efficient operations. Managed construction and contractors providing networks, physical construction, and rail and trailer operations.

•Team development and managed the team in creating and implementing a standardized contracting for the bidding and submittal process. Develop and maintain the PMP, MSRs, and PMRs. Creation of training materials, job aids, and coordination with the local resources, ensuring these materials were received by the trainers for conductors and engineers before the training sessions.

Program Director SBC, MCI, Nortel, & BancTec, DFW. TX, February 1991- February 2004

•Lead multiple international teams in the implementation of ORACLE SAP CRM, ERP Core Financial modules, multilingual and currency implementations with security upgrades, and in expanded operations and data centers to a distributed customer environment. SME with technical and functional knowledge of ORACLE, PeopleSoft, and SAP, able to lead the teams to implement the various software environments and drive the program to completion.

•Data Center Team development and responsibility for team implementing software as a service and local upgrades and revisions (SAP BOXI, PeopleSoft), Primavera & MS Project, and the Rational family. Including Process improvements and documentation with artifact library, Remedy call center, infrastructure, HP OpenView 6, and Tivoli Net-View. •Financial Management: Responsible for planning, budgeting, staffing, and scheduling 7 by 24 facilities and operations centers.

•Transportation, Logistics, and Supply Chain: Managed the construction MEP and implementation teams, which created and maintained multiple data call centers (service and repair) and SOC and NOC for 7 by 24 worldwide support and manufacturing of Oracle, SAP, and JD Edwards manufacturing and enterprise business systems.

•Managed the international security network implementation of monitoring and repair systems in over 180 countries.

•Managed the union and non-union construction teams, Dallas Data Center construction expansion structure MEP, hardware, software, SDLC, networks, utilities), transferring the equipment in support of the consolidation and closure of three centers. Integrated HR department and systems to manage the decision and record retention process for a reduction in force in a local and remote working environment. Implemented via SaaS, improved redundancy, failover capabilities, and lower latency of our data centers for multiple customers' security and access. Managed Training Organizational improvements through the development and implementation of the Train the Trainer Program.

Industrial Engineering Manager, General Dynamics, Automotive, Scott & Fetzer, May 1979 - January 1991

Improve operational productivity for the manufacture and assembly of the F-16 program. Quality Assurance and Control through KPIs and Six Sigma, with process improvement and best practices, in the planning, execution, and delivery of modifications, ensuring alignment with organizational and customer goals and objectives.

Management of Plant and Engineering services of discrete and continuous processes, driving on-time delivery of equipment and supplies to businesses, the armed forces, and DLA. Experience with program management tools and methodologies, Earned Value Management, and Waterfall. Department and distributed across worldwide locations (HQ, manufacturing, and distribution) and teamed with quality departments to monitor performance, schedules, budgets, and provide proactive resolutions to issues and reduce risks.

•Program Leadership of scalable programs with manual to automated production environments.

•Continuous Improvement to identify and track risks and issues, and use TIGER teams to design and implement solutions with KPI’s and metrics.

•Construction Manager of

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