SUMMARY:

• Certified Project Management Professional (PMP), Annapolis graduate, and former Confidential Commander with over 25 years of exceptional leadership, management,, and development experience delivering results in fast - paced, progressively complex organizations. Full spectrum leader and executive with an innate ability to work multiple, high-priority programs in parallel. A quick starter, able to ramp up and streamline operations to improve communication efficacy, operational efficiency, and shape future outcomes. Over 20 years’ experience in Personnel Management
• Project and Program Management, energizing team members and subcontractors. Over 15 years’ experience of building effective relationships while working with Senior Executives in industry and government. Experience includes advanced facilitation and collaboration across departments and organizations, proposals, basis of estimate, earned value management, control account management, and product delivery manager. Strategic communicator.

PROFESSIONAL EXPERIENCE:

Confidential, Orlando, FL

Program Manager

Responsibilities:

• Managed and led up to 40 geographically dispersed, cross-functional IT consultants in the management and execution of a $20M Time and Material (T&M) program sub-contracted to support Lockheed Martin Corporation (LMC), in the System (TS) & Autonomic Logistics Information System (ALIS) Integrated Product Teams (IPT) on the F-35 program effort. Liaised between program management and planning, functional managers, project team leads, and contract personnel. Developed and reviewed status of program and budget, managed staffing, prepared and briefed status reports. Assessed program risks and opportunities, root cause, and developed corrective actions to meet productivity, quality, costs, client satisfaction, earned value goals and objectives. Authored monthly Contract Data Requirements List (CDRL) documents. Worked within Agile methodology for software development, JIRA software and MS Project management tools to support functions that include logistic information system development within an Eclipse and Microsoft visual studio environment.
• Human Resource Leadership: Provided overall team direction consistent with the Statement of Work and LMC program objectives that detailed, clarified, interpreted, and specified technical requirements and procurement objectives. Created and implemented Consultant Recognition program that enhanced morale and productivity. Conducted staffing reviews and managed growth.
• Contract Management: Implemented necessary Program Management tools for the full life cycle development of a $20M T&M Contract. Provided Plans for the month, Quantitative and Qualitative Progress against the plan, Problems, and Plans for the upcoming month, status and plans for authorized staffing levels, and associated financial progress and forecast. Sought and captured opportunities for additional work scope and follow-on prospects.

Confidential, Orlando, FL

Program Manager

Responsibilities:

• Interfaced between program management and planning, project team, customer and sponsor. Developed and briefed status of projects, allocation and control of budgets for labor, material, travel, and purchased services. Led creation and management of project schedules. Assessed project risks, root cause, and developed corrective actions to meet productivity, quality, costs, client satisfaction, earned value goals and objectives. Developed mechanisms for monitoring project progress, intervention and problem solving with project managers, line managers, clients and other stakeholders. Authored Contract Data Requirements List (CDRL) documents. Identified follow-on prospects, additional scope work, and led proposal preparation process and post- contract negotiations. Worked within Agile methodology for software development, JIRA software and MS Project management tools.
• Led the successful proposal preparation, specification, financial conditions, post- contract negotiations and implementation of a $10M FFP technology improvement contract.
• Contract Management: Implemented necessary Program Management tools for the full life cycle development of a $50M IDIQ Contract. Worked with stakeholders to establish system requirements and capabilities baseline, preliminary and critical designs, system development, test, and acceptance.

Confidential, San Diego, CA

Simulation Technologies and SME

Responsibilities:

• Provided war-fighting to control staff and other exercise participants on RESA Computer Simulation Model. Develop and lesson plans to support RESA systems and applications for all Korea Battle Simulation Center supported exercises in Korea and Japan and annual testing and integration events. Ensured Naval Control Staff were properly configured and assisted with end-user technical support. Managed Control Staff RESA interface with gamers. Employing comprehensive knowledge of US Naval doctrine and TTPs, instructed students on Naval tactical surface, subsurface, and air operations. Liaised between Contractor personnel, Confidential and ROK Navy personnel ensuring attainment of objectives.
• Strategic Communicator: Extensive experience in the development and implementation of product/program strategy and tactics, including executive briefings to Senior Confidential and Civilian/Industry leaders.
• Quality-Control: Led coordination and communication between contract personnel and customer base, supporting the Military Commander’s Battle Rhythm and Knowledge Management efforts. Met 100% attainment of Objectives. Established trust and rapport to support enduring customer relationships. Ensured regular communication of issues, impacts, and corrective actions on programs to stakeholders.

Confidential, San Diego, CA

Chief of Staff - Afloat Group Pacific

Responsibilities:

• Led the organization, performance of work and human resources (HR) aspects of over 1,050 military, GS employees, and contract personnel across 5 globally dispersed Surface Ship commands. Evaluated and aided in the selection of Surface Ship products and technologies. Provided product development and implementation feedback to stakeholders. Successfully managed multiple programs totaling over $30M/year - 100% on cost, on-schedule, and meeting all technical performance requirements. Oversaw all Pacific Fleet surface basic program planning, budgeting, resourcing, and management. Built and fostered a high-functioning, inclusive professional environment.
• Process Improvement / Organizational Management: Improved budget planning and accounting process that accounted for 90% of unliquidated funds. Improved budget tracking accuracy in less than five months. Developed reorganization and Operational plan that improved communication, operational planning and execution, and resource monitoring of the staff a full 100%. Collected key performance indicators and metrics from internal and external sources to track work accomplished to baseline plans and identify issues, progress, and follow through on effective corrective actions based on data analysis and trends. Prepared and provided regular briefings to senior executives during reorganization implementation.
• Operational And Technical Program Management: Led, directed, and managed productivity and budget efficiencies ensuring cost benefit analysis was conducted prior to implementing new programs and initiatives. Generated cohesive program plans that established and ensured resource development and adherence to budgets, performance requirements, and timely WBS execution across various operational programs to include: Civilian Contract Personnel Management, Physical Security and Safety Programs, Manpower and Administration Program, Engineering Program, Synthetic Program (Battle Lab) and Government Travel and Credit Card Programs. With keen ability to generate cohesive program plans, conducted fleet research, established and assured adherence to budget, master schedules, and performance requirements to design and implement a new Division Officer Instruction (DOI) program. Managed DOI program delivery and strategic communication with Pacific Fleet leadership, Surface leadership, and surface units.
• Contract Management: Successfully led a multi-disciplined team in 100% accurate Request for Proposal (RFP) and solicitation preparation, plan, technical specification, financial conditions and implementation of $3M Supply Support and $2.5M facilities improvement contracts. Ensuring adherence to DoD acquisition regulations, evaluated and selected $3M Battle Lab Contract and a $1M Administration Contract, supervising their technical performance. Supervised and approved task orders, change orders, plans, and schedules for TORIS and Physical Plant Improvement contracts. Reviewed contractor’s Monthly Status Report (MSR) resulting in timely delivery of required services and tasks. Communicated and collaborated with contract government representatives (COR) to ensure services provided met cost, schedule, and technical performance requirements. Skillfully handled complex program planning, budgeting, resourcing, oversight and professional growth of staff, resulting in a capable and cohesive organization.

Executive Officer

Confidential

Responsibilities:

• Led the organization, performance of work and HR aspects of 300 personnel on a $1.2B Destroyer. Closely monitored personnel performance and quality of work while providing regular feedback, counseling, and mentoring. Developed and implemented policies that resulted in healthy organizational interactions, personnel recognition, high morale, and positive command culture acknowledged by attainment of Command Retention and Outstanding Command Climate Survey results. Led program planning, budgeting, resourcing, and oversight resulting in a high performing organization.
• Cross Departmental Team Builder: Led the Integrated Team and Damage Control Team in the development, planning and safe execution of scenarios leading to a successful Engineering Light Off Assessment. Measured performance, provided feedback, and held HR / Admin, Departmental Ops, Engineering, C4I Systems, Missile systems/sub-system, and Logistics Managers accountable for their performance and their departments’.