SUMMARY

Expert level Project Manager with 20 years of management experience. Collaborative hands-on charismatic leadership style, respected and well liked by both business and technical teams. Successful track record implementing business critical systems and processes across geographically dispersed organizations. Exceeds at attaining and building business consensus with Stakeholders while balancing complex technical and functional implementation requirements. Skilled in forming internal and external teams and driving cultural changes ensuring that technology objectives are aligned tbusiness goals. Ability tinspire and interact effectively with all levels of an organization. Superior presentation, verbal and written communication skills.

Experience includes: National and international project management Agile Software Development ERP implementations: Oracle R12 SAP R/3 Epic EMR Point of Sale Data Migration Software Development Life Cycle Risk Management Change Management: application and infrastructure release management Transition Management and Training Social Media implementation Customer Relationship Management, Disaster Recovery and Business Continuity Planning Sarbanes-Oxley compliance HIPAA compliance Compliance Monitoring Budget, RFP, outsourcing and contract negotiations offshore application development vendor management policy and procedure development software and hardware selection information security LAN/WAN architecture facility design.

PROFESSIONAL EMPLOYMENT

confidential

• Responsible for development, implementation, exercising and maintenance of a new off-site Disaster Recovery system for the Epic Electronic Medical Record system. The Epic EMR will allow seamless access tpatient data across the continuum of care, permitting physicians, nurses and others access tinpatient, outpatient, emergency department and other patient data only using a single system. At the point of my engagement the client did not have a disaster recovery plans in place for any of the systems throughout the enterprise.
• Major responsibilities include:
• Budget and Resource Planning
• Project Planning, Risk and Issue Management, and Status Reporting
• DR documentation tinclude configuration, recovery, and return tProduction
• Modification of Change Management tinclude maintenance of DR site and DR documentation
• Table Top exercises
• Hot site failover True failover testing which will impact 50,000 users and patients
• Integration of Epic DR intthe Business continuity plan including the creation of an Incident Management Plan

confidential

• One of twProject Mangers responsible for the delivery of a Scrap Management Application responsible for 70 of the revenue for this 1B /yr Company. This project had 3 significant go-live milestones staggered across a seven month period. My team 10 total, a mix of employees and contractors was responsible for 4 tracks: 1 Data conversion and data entry 2 Development and assignment of Roles and Responsibilities for users as well as devices 3 Training for 600 geographically dispersed employees 4 Compliance SOX including System Development Life Cycle and Segregation of Duties .
• Major responsibilities included:
• Budget and Resource Planning
• Project Planning, Risk and Issue Management, and Status Reporting
• Transition Management
• Change sessions
• Training Plan and Readiness Assessments
• Training material development Utilized Kanban style swim lanes tmanage Work In Progress in progress, testing, ready for release, and released
• Trainee/Trainer scheduling and Training facilities internal and external
• Accommodation negotiation
• Vendor Relationship
• Coordinated staff on-boarding/off-boarding

confidential

• KU Technologies services are focused on delivering innovative business solutions tcustomers in the early childhood and school-age education and care industries. Pairing software used tmanage education and child care facilities with web site development and hosting, KU Technologies continually explores with customers how technology services can create new and better ways for educators, child care providers, and students twork and learn.
• Overall manager of multiple tracks in support of the deployment of a custom SalesForce implementation with deployment t500 sites. Tracks included a new 130 person call center, SalesForce customization including integration with email marketing vendor ExactTarget, development of Business Intelligence and performance management solution via Cognos, training t1000 employees, and deployment.

Major responsibilities included:

• Directed activities of cross-functional project personnel internal and 3rd party, across multiple timelines
• Introduction of Story and Use Case development Agile development methodology
• Managed iteration planning, daily status updates and sprint reviews
• Created project charters tinclude business benefits, requirements, and scope
• Defined project benefits, analyzed requirements, defined scope, and managed risk
• Managed design and construction of 130 person call center tinclude voice, data, and wireless electronic reader boards furniture lighting hospitality training security and cutover planning
• Acted as liaison between multiple C-level Executive Project Sponsors representing business lines and IT including Marketing, HR, Operations, and Finance
• Aligned with HR department thire 130 call center representatives within a four week period
• Managed vendor relations including contract negotiations
• Strategy and Product Roadmap design
• Budget management and reporting, 5M

confidential

• Yesmail, a Forrester Wave Leader, is an innovative industry-leading provider of online emarketing and social media solutions. Yesmail provides a complete portfoliin opt-in emarketing solutions and tools, including direct email marketing applications, Short Message Service SMS and Twitter, data management, data analytics, lead generation and email lists, interactive applications and best practices consulting.
• Lead the development and implementation of critical technology based projects and initiatives, which provided the platform for continued market growth and scalability. This was a hands-on role responsible for planning, requirements gathering, risk management, design, implementation, and deployment of custom Java and Oracle based applications, and hardware environments in support of Application Development, Quality Assurance, and Sales.
• Acted as liaison between business partners and IT. Worked closely with Product Management, Sales/Marketing, and Customer Services Defined benefits, risks, and project scope Aligned with Product Manager in defining the PDLC and translated those requirements tthe development and operations teams.Co-managed the requirement/scope change process with the Product Manager
• Responsible for enhancements focused on the core emarketing business systems J2EE, Oracle
• Managed the deployment of SMS and Twitter services intthe core application capable of delivering geo-targeted offers, interactive mobile coupons, surveys and polls, or conduct push-based messaging campaigns tmobilized consumers.
• Key contributor ta significant upgrade tthe core application. The new release centralized the management, coordination, and analysis of a single marketing campaign across multiple channels email social mobile within one tool.
• Led the deployment of services which personalizes message content both at delivery time and at open time. Content can be based on environmental and/or demographic data.
• Led effort toffload the demand for access tdata in operational databases by exporting information intflat files and indexing with a third party application Omnidex . This resulted in providing full SQL access tthat data, on inexpensive hardware and without additional RDBMS licenses, reducing resource competition on critical production servers. Indexes were utilized by MicroStrategy tcreate dashboards providing insight and analysis of cross channel marketing campaigns.
• Directed activities of cross-functional project personnel internal and 3rd party, across multiple timelines tensure projects progressed on schedule
• Led the design and deployment of 14 new development, test, and demonstration environments which closely mimicked the functionality of the Production system. The environments were each able thost and replicate either existing or proposed Production functionality.
• Managed expansion of SAN from 100TB t500TB
• Managed off shore System Administrator team
• Managed Vendor relations including contract negotiations
• Key contributor tProject Management competency

• Contracted tSSI tas Project Manager for several successful large projects: Oracle R12 Disaster Recovery, Oracle R12 Implementation, and Sarbanes-Oxley Compliance. Responsible for the cross-functional management of project teams comprised of Operations, IT, QC, and Analytic resources.
• During this engagement I alsperformed as a lead in the development and roll-out of formal Change Management, the development and roll-out of a project management framework, a user maintenance process, and authored numerous SOP's including email, software and hardware standards, and acceptable use of electronic assets. I was alsrequested tperform project audits and contribute tother projects ranging from Point-of-Sale selection and implementation, Data Center consolidation, acquisitions, major application upgrades, and revision control PVCS selection and implementation.

confidential

Managed the design and implementation of a Disaster Recovery Hot Site for Oracle R12, the migration from Red Hat 4 tRed Hat 5, and the migration of Oracle from 32-bit word length t64-bit word length.

Responsibilities:

• Created project charter tinclude benefits, requirements, risk identification, and scope
• Developed and managed project, resource, risk, budget, and communication plan
• Coordinated staff on-boarding/off-boarding
• Developed process where data was synchronized snap/mirror periodically via a secure network connection from the primary production system tthe secondary system located in a remote data center. The Recovery Point Objective RPgoal was 12 hours this process reduced the RPt2 hours.
• Managed budget 1M and resource plan, coordinated staff activities 8 staff , managed testing, and reported progress tsenior management
• Managed deployment of four multi-node Oracle RAC environments.
• Managed deployment of twNetAPP NAS devices
• Created system diagrams in order tcapture all applications, interfaces, and services required for operation of Mission Critical Oracle processes
• Embedded DR intthe Change Control process tensure that hot site and DR documentation reflected changes made tProduction systems
• Ensured WAN utilization was optimized eliminating the need for additional bandwidth savings of 175K/year
• Managed cutover planning tnew environments
• Migrated Red Hat 4 tRed Hat 5 Oracle host OS
• Migrated Oracle R12 RAC 32-bit word length t64-bit word length
• Reduced nightly scheduled jobs processing by 50
• Migrated Oracle R12 RAC Production data from a Hitachi SAN tNetAPP NAS
• Reduced NetBackup tape backup processing by 50
• Reduced data loading tBusiness Intelligence Business Objects system by 33
• Managed and maintained all project collateral in SharePoint
• Oracle R12 Implementation SSI Project 2 - Nov 2007-Sept 2008
• One of three PM's assigned tdeploy Oracle R12 Accounts Payable, Accounts Receiving, Fixed Assets, General Ledger, Projects, Cost, iProcurement, Purchasing, Enterprise Asset Management, Inventory, and Mobile Supply Chain. Managed the delivery of Oracle R12 instructor led and computer based interactive training, System Administration, custom responsibility creation, and Sarbanes-Oxley SOX compliance. The project closure review by IT senior management evaluated my participation as: Talent and organization made this effort an excellent role model for other projects of this level and training breadth .

Responsibilities:

• Developed and managed project, resource, risk, budget, and communication plan
• Responsible for resource management including interview, hiring, mentoring and training
• Performed Readiness workshops and assessments
• Managed a mix of geographically distributed internal employees, contractors, and vendors tdevelop and deliver training material 24 total individuals
• Training material was developed for 3 distinct business lines in 20 subject areas and delivered t600 employees in the US and Canada 14 individuals
• All training was instructor led and consisted of a blend of process and procedure familiarization, UPK, and scenaritraining in an R12 instance
• Partnered with business leadership tdevelop a 6-week training schedule that took intaccount the cyclical nature of 120 business locations some of which maintain 2 and 3 shifts
• Utilized Agile methodology during the development of an in-house competency for UPK User Productivity Kit development of Oracle R12 interactive, computer based training materials. UPK provided content and software tools tcapture and play back the exact steps a user would use tenter data in Oracle
• Managed iteration planning, daily stand-ups, and sprint reviews
• Ensured SOX controls were updated and tested 2 individuals
• Ensured Segregation of Duties model was created and applied 2 individuals
• Managed the custom responsibility creation and testing process of 220 responsibilities 12 individuals
• Managed the assignment of responsibilities ta user base of 1000 employees
• Managed the Production Control team 3 individuals whose responsibilities included the migration of code intthe Test and Production environments
• Managed and maintained all project collateral in SharePoint
• Sarbanes-Oxley Project Compliance SSI Project 1 - Jan 2006-Nov 2007
• Managed Sarbanes-Oxley Information Technology compliance efforts across all business units. SOX status at SSI shifted from failing red t100 successful green during this engagement. As a result of this project there was a reduction of General Computer Controls from 120 t11. A majority of the reduction was realized within the application space, primarily Oracle 11i and a proprietary system which manages scrap metal procurement.
• The main thrust of this project was tintroduce IT controls that would increase the service levels/metrics throughout the IT department and simultaneously satisfy SOX requirements. As a result of this work core application availability was raised from 80 t98 Percentage of projects using HW/SW standards increased from 50 t100 customer satisfaction increased Average hours/days tclose critical/high support issues was reduced The number of bug fixes on newly released enhancements was decreased Number of hours/days of training per person/team was increased.

Responsibilities:

• Created project charter tinclude benefits, requirements, risk identification, and scope
• Developed and managed project, resource, risk, budget, and communication plan
• Coordinated staff on-boarding/off-boarding
• Developed and implemented General Computer Controls and processes that are repeatable, create evidence of compliance, testable, and provide confidence tsenior management sthat they can confidently attest tthe SOX activities of their staff
• Designed and implemented a SOX Framework and the ongoing, sustainable procedures for maintenance and testing of the company controls
• Implemented Compliance Monitoring Tool - NetIQ
• Lead continuous process improvement of the SOX methodologies, templates, instructions and documentation
• Monitor and respond tall SOX matters identified in internal and external audit reports, ensuring all applicable SOX matters are properly and timely addressed
• Co-development and refinement of a comprehensive System Development Life Cycle SLDC processes
• Co-development and refinement of Project Management framework
• Co-development and refinement of Change Management and User Maintenance processes
• Development and refinement of numerous Information Technology Policies and Procedures
• Audited and contributed tprojects which were considered thave SOX significance
• Interfaced with external auditors during the control development process as well as during audit cycles
• Managed and maintained all project collateral in SharePoint

Willamette Dental WD provides full service dentistry at 55 office locations throughout in Oregon and Idaho, and Washington. WD alsunderwrites and manages group dental plans. The WD family of companies has over 1,000 employees and serves the needs of approximately 350,000 eligible patients.

Responsibilities:

• Responsible for leadership of project teams chartered tassess and improve the Company's business and patient software.
• Lead and directed activities relating tenhancements for the Company's enterprise .net Practice Management application
• Introduced Agile project management methodology for in-house software development
• Analyzed and estimated project feasibility
• Analyzed Digital Radiography industry offerings and lead staff through RFP and Vendor selection process
• Analyzed Electronic Charting industry offerings and lead staff through buy/build decision process
• Analyzed Appointment Reminder industry offerings and lead staff through RFP and Vendor selection process
• Created as-is and to-be business processes
• Identified risks and developed contingency plans
• Determined project scope tinclude resource requirements, budget, business benefits, risk identification/remediation, and project plan
• Technical representative on corporate HIPAA Compliance Steering Committee
• Developed and prioritized risk assessment for HIPAA Security Standards
• Developed process and control template including control frequency
• Worked with all levels of management, employees, outside contractors and vendors
• Defined and managed project management office for all corporate initiatives

• Responsible for managing and overseeing large projects both domestically and internationally, including managing the restoration of Oracle 11i within 30 days of initial go-live.
• Xerox Project 2 - Sarbanes-Oxley Project - Jan 2004-Jan 2005 Managed compliance with Sarbanes-Oxley requirements for US and European operations.
• As a result of a mid-project audit I was requested ttake over as the PM for this project. Within six months the project timeline was restored and one year worth of tasks were accomplished. This required an enormous amount of cooperation amongst a matrixed staff 16 staff over which I had ndirect authority over. By utilizing sound project management principles and literally rolling up my sleeves and working as both the PM and an individual contributor, this project was turned around and factored intimproving the overall IT department's maturity rating and performance metrics.
• During FY2004 this was the only division within the Xerox Corporation that successfully passed third-party audit with zergaps.

Responsibilities:

• Created project charter tinclude benefits, requirements, and scope
• Developed and managed project, resource, risk, budget, and communication plans
• Responsible for coordinating internal and external resources in order to: audit, document, and develop IT processes and controls in accordance with COSand COBIT standards
• Created and executed test plans which assessed the effectiveness of business IT and automated controls including self-monitoring
• Remediated of all gaps
• Directed managed International clients, location UK
• Represented controls tInternal and External Auditors PwC
• Integrated Sarbanes documentation and controls intthe Change Management process
• Developed corporate-wide SOX quarterly testing cycle testing
• Created documentation standards for SOX processes and testing which were adopted by Xerox globally

confidential

Managed Disaster Recovery DR planning and testing. Developed and managed DR recovery processes, documentation, and drill plans. Successfully managed twconsecutive drills in which the enterprise Mission Critical and Business Critical applications 11 applications total including Oracle 11i and associated networking and network security were restored. This project began with virtually nsupport from the senior technical staff. Since the previous PM had been released due tpoor performance the staff had very little confidence in my ability tsucceed. Careful planning, effective meetings, timely follow through and response trequests, clear definition of roles and responsibilities, well defined deliverables, and immediate feedback for positive and negative performance quickly earned the staff's respect and permitted the project tsucceed and outperform all other Xerox divisions performance prior tand including FY2003.

Responsibilities:

• Coordinated the development of project plans, the acquisition of resources, and the preparation and execution of testing
• Coordinated closely with senior management at Xerox corporate headquarters
• Coordinated staff on/off boarding
• Responsible for project, resource, risk, budget, and communication planning, coordinated staff activity 12 staff , maintained disaster recovery plans and schedules and reported progress of the program tsenior management
• Analyzed business requirements in terms of resources necessary tsustain the business in the event of interruption
• Managed / directed Global Disaster Recovery efforts
• Created business process workflows in order tcapture all IT applications, interfaces, and services required for operation of Mission and Business critical processes
• Negotiated hardware and recovery facility requirements with Warm Site vendor Sungard
• Created data recovery kits which were stored at Iron Mountain backup tapes, hardware configurations, OS configurations, recovery processes, network diagrams, router and firewall configurations
• Embedded DR intthe Change Control process ensuring that recovery kits and recovery facility requirements were current
• Created documentation standards for DR testing, recovery, and configurations which were adopted by Xerox globally

confidential

A German company established tbuild airships capable of carrying enormous loads for the bulk air freight market.

Responsibilities:

• Assessed organizational needs and defined and managed a portfoliof appropriate technology solutions.
• Collaborated and partnered with business leadership. Developed strategic plan and direction for IT and translated this direction inttechnology and business process solutions.
• Established project objectives and key metrics tmeet business goals conducted reviews, gained approvals, formulated operational policies, facilitated meetings, and marshaled resource support necessary for the strategies tsucceed.
• Conducted research and analysis of emerging technologies performed risk assessment and developed risk mitigation plans conducted cost/benefit analyses, cost containment studies, and financial analyses of prospective vendors conducted internal sourcing vs. outsourcing studies
• Managed Annual Budget average of 50M
• Managed RFPs, contract negotiations, and SLA compliance
• Reduced IT Sustaining budget by 500K annually through contract negotiations with strategic vendors and instituting policies and procedures
• Managed Transition Management tERP and Product Data Management systems.
• Managed deployment of Data center tinclude data migration and equipment relocation
• Managed off shore Software Development Team and System Administrators.
• Daily interaction with off shore teams
• Established System Development Life Cycle and project methodologies
• Established Change Management process and methodology
• Acted as the liaison between project sponsors, stakeholders, partners and project team
• Program management major duties included leading the selection processes and delivery oversight for: SAP R/3 applications: Financials, Materials Management, Inventory Management, Warehouse Management, Production Planning, Materials Requirement Planning, and Accounts Payable, and Customer Relations Management Scitor PS7 Project Management PTC Windchill Product Data Management ArcServe, and Tivoli Storage Manager back-up RSA/Check Point information security , Lotus Notes email LAN/WAN videconference Cisco, PolyCom , Voice Over IP Cisc, wireless networking Cisc, internet/intranet Domino, Apache, WebSphere , Storage Area Networks and Network Attached Storage IBM TotalStorage
• Managed Disaster Recovery DR /Business Continuity Planning process. Conducted business impact analysis studies. Developed data recovery and restoration objectives, and the Business Recovery Timeline. Formed a Business Recovery Coordination Team. Developed reciprocal agreement plan which allowed our organization and another organization trecover at each other's site. The team instituted offsite electronic vaulting of backup data, and file shadowing of production databases tensure availability of critical business systems.
• Developed computing policies and procedures including: Responsible Use Policy, Computer Crimes Policy, Confidentiality-Security Policy and Procedure, Procedures for Removal of Networked Devices, Telecommuting/Telework Policy, IT Mission Statement and Service Standards, Data Network Bandwidth Policy, Technology Standards, Confidential Terminations
• Instituted a mentorship program tfacilitate knowledge and skill transference across the department. Established self-evaluation and team evaluation processes taid in yearly employee reviews.
• Instituted the use of model driven development and the Unified Modeling Language UML with Rational Suite DevelopmentStudio. Used during the development of C , Visual C and Java based applications. Teams employed software best practices, requirements management, defect and change tracking, configuration management, and application performance tuning.

Directed all aspects of the information and technology systems utilized for the 1998 NIKE World Masters Games.

Responsibilities:

• Identified and solicited technology sponsors procuring 1.2 million in equipment and in-kind services
• Engaged with board of directors, executive staff, sponsors, and community leaders tensure their goals were met
• Developed and maintained department budget MS Excel , RFPs, contract negotiations, and SLAs
• Developed and maintained IT project plans, risk mitigation plans, and resource plans MS Project
• Deployed datacenter at co-location site
• Designed and supervised 3 developers three mission-critical databases MS SQL Server 6.5
• Managed data migration and consolidation from six source systems intone database MS SQL Server 6.5
• Designed and supervised 40 staff/volunteers IT infrastructure for 37 geographically separated sport and event facilities
• Implemented and maintained email and collaboration solution SoftArc FirstClass
• Established and supervised IT policies and practices
• Implemented asset inventory database with bar code tracking
• Implemented and supervised 4 staff, 2 contractors ID badging and badge use policies
• Developed training materials and hosted train the trainer's sessions
• Implemented and supervised help desk 12 staff/volunteers Assigned priorities and monitored ticket resolution
• Supervised development and maintenance 3 developers of web site. Development environment consisted of NT 4.0, IIS 3.0, Visual Studio, FrontPage 98, Visual SourceSafe, PERL, and SQL Server 6.5
• Supervised 15 staff/ volunteers post-event equipment recovery tsponsors/donors and surplus liquidation

Assigned tthe Department of Defense Office of Special Events. Managed all aspects of computer networks, applications, and videinformation systems in support of international special events. This alsincluded backend systems such Oracle Financials, email, inventory, and custom development activities.

Responsibilities:

Responsible for application development, software and hardware assessment and implementation, LAN/WAN design, installation, integration, management, maintenance, and recovery for the operations centers, data centers, and logistical centers in support of the following events:

confidential

Joint Command Center - This facility and associated computer and audio/videsystems were utilized by the Armed Forces Inaugural Committee, federal, state, and local law enforcement agencies, and public safety agencies. This facility was compliant with the Americans with Disabilities Act.

confidential

• Joint Coordination Center - This facility's computer and audio/videnetwork provided immediate access tall pertinent law enforcement and public safety information. This system managed video, audio, and data transmissions from all key Olympic sources and provided the means tdisseminate this information back tlaw enforcement and public safety agencies.
• Incident Tracking System - Provided real-time logging and analysis of any reported incident throughout the Olympic theater of operations. This system was utilized by the FBI, DEA, INS, GSP, GBI, GEMA, FEMA, Atlanta Police Department, Atlanta Fire Department, and more than 40 other public safety agencies. System reported zerfailures during the entire Olympic period.

confidential

Games Operation Center - This facility's computer and audio/videnetwork was utilized by the Special Olympics organizing committee tmanage all facets of the games including athlete records, competition results, and transportation system routing.

confidential

Videinformation system - This system was utilized during the first-time conference. In attendance were all of the Defense Ministers from the western hemisphere. This center was utilized by federal, state, and local law enforcement agencies.

confidential

Command Information Centers in nine cities - Each center was utilized by federal, state, and local law enforcement agencies. The command centers served as a focal point for all information concerning the games providing law enforcement officials the means tmake timely and accurate decisions.

confidential

Technical liaison between the 1994 Winter Olympics and the 1996 Summer Olympics law enforcement agencies.

Responsibilities in each of the events listed above:

• Implementation Project Manager for Oracle Applications Release 10 and Oracle7 Release 7.1: GL, AR, AP, Purchasing, Order Entry, and Project Accounting
• Defined project requirements based each mission estimated budgets of projected operations
• Developed/maintained IT budget 10M , RFPs, contract negotiations, service delivery processes, and SLA compliance
• Developed and managed project, resource, risk, and communication plans
• Designed and deployed facilities, voice, data, video, surveillance, facility security, 800 MHz radio, and videconferencing
• Supervised facility construction and systems installation and integration
• Led the assessment selection processes for hardware and software
• Formed and managed support teams for each event site
• Introduced change management and testing methodologies
• Performed Readiness Assessments and Change workshops
• Supervised all aspects of computer networks, desktop operations, technical support, and information security
• Managed the implemented and Maintenance of Lotus Notes for email and document collaboration
• Developed IT policies and procedures
• Supervised Lotus Notes development team developing a real-time incident tracking/mapping system
• Managed the development of an inventory database which included handheld barcode scanning
• Devised and documented a common NT/UNIX development structure, NT security groups, resource permissions, and configuration management
• Developed standards and conventions for implementation of NT console-based daemon processes. Development daemon processes in Perl tmonitor servers via ICMP, TCP/IP, SMTP, and POP3 which generated alerts based on configurable thresholds.

• Anti-Submarine Warfare ASW System Engineering representative for Naval Underwater Systems Center and Naval Surface Warfare Center, White Oak, on-site at the Westinghouse Corporation.
• Provided liaison and support tAegis Combat System-equipped ships worldwide
• Identified and resolved software Ada and hardware related system deficiencies
• Researched, developed, installed, and tested software and hardware engineering changes
• Supported all phases of testing prior tsystem delivery tnew US Navy ships
• Gathered and analyzed data from ASW sensors tverify system performance and functionality
• Developed fully resourced project plans and schedules MicrPlanner X-Pert

On-site System Engineering representative for Naval Underwater Systems Center tthe AEGIS Test Team for all ASW related issues on the US Navy's newest combatant's DDG-51 and CG-67.

Supported ASW systems throughout the US Navy and Navy R D labs. Responded tcasualty conditions world-wide. Provided system engineering and system integration support during the installation of seven ASW suites. Installations took place on both new construction and overhaul ships.

• Part of a hand-picked team, received extensive Electrical Engineering, Computer Science, and ASW training under direction of the Chief of Naval Operations tsupport the fleet's newest ASW platforms
• Participated in acceptance testing of the Navy's newest ASW systems
• Participated in evolutions ranging from Gulf Stream operations, NATexercises, Caribbean, Atlantic, Baltic, and Mediterranean operations, Task Force ASW screening, and ASW surveillance
• Supervised eleven technicians, system maintenance, data collection, and training

INTERESTS

Woodworking, residential renovation and green residential technologies, gardening, international travel, and canoe/kayaking