Professional Summary:

• Excels at managing multiple projects at once, as Project Manager Project Team Member
• Proven Leadership Skills through managing over 15 Major Projects in IT, Business, and Telecommunications disciplines resulting in Millions of dollars saved
• Self-motivated and confident in making independent decisions
• Willing to relocate Request 3-4 weeks' notice

Areas of Expertise / Core Competencies:

• PMP Project Management Professional Certification
• CSM Certified ScrumMaster
• ITIL v3 Foundation Certification
• Outstanding customer service skills with internal and external stakeholders to include OSD, DoD, DISA, NMCI, Navy BCO's and POC's worldwide
• Excellent communication and analytical skills
• Excels at implementing effective change management

Work Experience:

Confidential

IT/Telecommunications Project Manager

• Experienced On-site Program Manager for eight employees. Conducted all responsibilities as a PM to include staffing, contract management, and contract operations. Effectively communicates with customer to ensure employees are meeting standards and guidelines of the contract. Promoted from Sr. Telecommunications Analyst to Program Manager after demonstrating the ability to provide day-to-day technical and professional/leadership guidance.
• DoN's Project Manager for the DISN Asynchronous Transfer Mode Services DATMS Elimination Project that is mandated by OSD. Global Network Enterprise budget of 50M. Responsible for 338 telecommunications circuits. Transition off of older technology improving overall performance of the network. Assisted customers to engineer the most advantageous solutions for their circuits.
• DoN's Project Manager for the Base Realignment and Closure BRAC 2005 Project that was mandated by Congress. Global Network Enterprise project budget of 3.3B FY06-11 and personally responsible for 2.3M that was allocated appropriately. Responsible to disestablish, rehome, and transition IT equipment and telecommunications within budget and on time. Championed the realignment/closure of 488 sites resulting in more efficient and effective allocation of limited resources and greater return to the federal taxpayer 20-Year NPV 7.8B
• NCMO's Project Manager for TIBI/DITCO Verification Project. Created project by planning and initiating a project proposal and realized the potential to find cost savings. Lead a team of five personnel government and contractor of this internal project with global reach. Reviewed and verified over 20,000 telecommunications changes and discontinuations and ensured that they were completed appropriately. This resulted in cost savings of 155K per month for an annual savings of 1.8M and the recoup of funds in the current FY of 1.3M. This has also resulted in a well-defined inventory of the Navy's circuit portfolio.
• NCMO's Project Manager for the ADCON PDC Change Project. Responsible to lead 7 government and contractor personnel to administratively change ownership of 800 circuits resulting in a more efficient and effective inventory of telecommunications circuits.
• NCMO's Team Member of the Expired CSA Project. Responsible for 255 expired Communications Service Authorizations and the discontinuation, re-award, or replacement of existing telecommunications circuits with new services. Resulting in the reduction of the budget by 1M per year.
• Additional duties include responsibilities as the Business Relationship Manager. This includes the collection and organization of information that supports current and future Department of Defense efforts of cost alignment and circuit management. Established and maintained a complete Department of the Navy inventory of all DISN and Commercial leased telecommunications circuits and equipment. These efforts result in increased awareness and knowledge of the DoN's circuit portfolio.

Confidential

Naval Support Activity, Assistant Program Manager

• Provided administrative oversight and directed infrastructure for operations for 10 tenant HQ commands and 35 Flag Officers resulting in improved efficiency and continued superior performance.
• Directed support services program of 4,900 military and civilian personnel with a budget in excess of 137 million.
• Performed physical security and law enforcement duties including compiling, maintaining, and updating materials at Visitor Control Office in the COMLANTFLT OPCON Center. This ensured that only authorized personnel received access to sensitive locations.
• Supervised a staff of ten. Coordinated work schedules, organized workflow, trained new personnel, and served as office manager resulting in improved efficiency and reduced manpower.
• Retired from military after 20 years on 31 August 2009 Tenure at this location is because of retirement

Confidential

Program Manager

• Supervised five personnel in daily operation of the Sales and Services Division and maintains accountable records. Promoted to Program Manager because of demonstrable successes.
• Planned, organized and managed a Ship's store inventory worth 282,000 and was entrusted to manage financial operations that have direct impact on the crew's morale.
• Directed the sale of over 300 line items totaling 500,000 earning 80,000 in profit that was contributed to the Morale, Welfare, and Recreation Fund.
• Managed retail, laundry, barbershop and vending operations with no supervision.
• Demonstrated unparalleled support of the mentor program and was sought out by numerous Sailors for leadership and guidance.

Confidential

Hotel Front Desk Reservations

Supervisor / Program Manager

Spearheaded the highly successful implementation of the regionalized Lodging Touch property management system. Specifically, coordinated training for 50 front desk personnel and electronically organized database information on 4,800 residents resulting in improved efficiency.

• Planned and coordinated the renovation project for Arizona Hall Front Desk. Specifically, championed the creation of the much needed server room . Ensured that proper security and temperature requirements were met by designing the location. This resulted in a more professional looking Front Desk which increased revenues.
• Member of the Customer Information Database CIDB working group that made recommendations on network management tools that centralizes information on personnel attached to commands.
• Promoted to Program Manager and managed over 25 civilians and maintained requirements, deliverables, and timesheets to ensure that the work force and resources stayed within proper standards.