Experience

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  OUSD (Comptroller)/CFO

  • United States

  • Analyst

    • Apr 2022 - Present
    • United States

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  United States Department of Defense

  • United States
  • Armed Forces
  • 700 & Above Employee

  • Senior Management Analyst

    • Aug 2017 - Present

    IT & Business Systems Chief of Staff, GS-15, Jul 2017–Feb 2019Defense Reform, Office of the CMO, Pentagon, Arlington, VA •Oversaw and approved work assignments of a diverse workforce of highly skilled government and contract personnel. Directed management improvement programs and compliance protocols of DOD IT programs or services. Developed relationships with key stakeholders to accurately assess the effectiveness of IT programs goals and objectives. •Oversaw/advised business case development for three Reform Management Group decisions resulting in over $500M in IT reform opportunities. Validated analyses from authoritative data sources. Oversaw implementation plans of IT reform projects, assuring logistical cost-benefit issues were fully address. Developed a range of analytic, technical, and policy advice to support decision-making processes.•Developed the DOD directive for Core Enterprise Technology Agreements. Established and maintained collaborative partnerships with key stakeholders across the federal government. •Supported the negotiation of critical funding for consultant support that enabled the continued business case analyses of reform initiatives; communicated with stakeholders on data/cost models to address questions on potential discrepancies and inconsistencies in available information. •Conducted reviews and interpreted Federal statutes, Executive Orders, OMB directives, and DoD policy. Oversaw and managed the DOD's GAO engagement of 'Defense Management’ series.

  • Senior Management Analyst

    • Jul 2012 - Jul 2017

    Deputy Director/Performance Lead, GS-15, Oct 2014–Jul 2017 Office of the CMO, Planning, Performance, and Assessment Directorate•Established standards and performance expectations for government and contract support. Directed the management and compliance of Federal statutory performance requirements.•Led the Enterprise Performance Division (EPD) in the publication of the 2014 and 2015 Summary of Performance and Financial Information Report (Performance section), Annual Financial Report–Management Discussion and Analysis section, DOD Organizational Assessment, and Annual Performance Report. •Established review criteria and quarter performance reviews of DOD key priorities and strategic objectives. Provided overall guidance and direction to internal and external stakeholders. •Facilitated all 2014-2106 quarterly performance reviews with DOD CxO Leaders to track progress of DOD-wide performance goals and measures. Managed the DOD's GAO engagement of the 'Managing For Results' series. •Briefed courses of action and findings to senior leaders and governance forums for advancement of organizational goals and objectives.Human Resources Management (HRM) Business Integration Lead, GS-15 Jul 2012 – Sep 2014 Enterprise Business Integration, Office of the DCMO, Alexandria, VA•Supervised a contractor support staff of 5. Directed the HRM data standards programs and compliance with the DOD business enterprise architecture.•Managed the HRM Functional Strategy update that informed the FY 2014 Investment Review Board of 500+ defense business systems (over $2 billion in vestments). •Published DOD’s enterprise BPR Assessment policy, Assessment Plan, and executed the first year of assessments. •Conducted reviews and interpreted Federal statutes, Executive Orders, OMB directives, and DoD policy. Oversaw and managed the DOD's GAO engagement of 'DOD Business Systems Modernization' series.

  • Data/Business Integration Lead

    • Oct 2009 - Jul 2012

    Data/Business Integration Lead, GS-13/14, Oct 2009 – Jul 2012 Personnel & Readiness Information Management Office, Alexandria, VA•Published 1200+ information standards associated with 300+ personnel and pay business rules to the HRM business enterprise architecture that inform IT investment decisions annually. •Strengthened controls and improved business processes for HRM systems. Reduced non-compliance from nearly 85% to less than 20% across the DOD HRM business system portfolio within 10 months. •Led HRM BPR assessment efforts to identify and implement streamlined business processes. Applied detailed knowledge of component-level BPR efforts to improve DOD business operations and compliance by 43 percent from the previous year, and reduced the BPR conditions backlog by 15 percent. Presented briefings, courses of action, and findings to senior leaders and P&R governance forums to advance and achieve organizational goals and objectives.

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  ASA (FM&C)

  • United States

  • Analyst

    • Jan 2020 - Mar 2022
    • United States

• 

  United States Marine Corps

  • World-wide

  • Senior Enlisted Advisor / Personnel Administration Chief

    • Jul 1989 - Aug 2009
    • World-wide

    • Developed and managed 100+ Marines in support of organizational missions. Ensured Marines were appropriately trained, evaluated, awarded, and disciplined. • Established a comprehensive screening and tracking process that efficiently processed more than 1,350 applications through the Traumatic Injury Protection Program. Provided eligible Marines with over $52 million in benefits. • Authored and published the U.S. Marine Corps’ Operational Data Store Enterprise Users Guide to facilitate understanding of querying personnel/pay, training and manpower data to ensure accuracy and completeness of Marines human resources information.• Developed and revised in-classroom and computer-based learning competency assessment tools for Marine Corps human resources/personnel management professionals (military and civilian). These tools ensured entry-level, mid-level, and advanced professionals gained and maintained the necessary skills to successfully accomplish the mission. • Implemented metrics for defining efficiency, effectiveness and overall success of the business unit. • Developed program managers to leverage their full range of expertise and capabilities. Encouraged workforce diversity to create atmosphere conducive to high quality service. • Successfully led organizational change management initiatives to maintain relevancy and core expertise. Built strategic relationships resulting in strong inter-agency communications and collaborations.