Experience

STS SOLUTIONS & TRAINING, LLC

• United States
• Facilities Services
• 1 - 100 Employee

• Senior Technical Advisor

  • Aug 2020 - Present

  As a Senior Technical Advisor, I directly support the 502d Civil Engineer Squadron Director in all aspects of his mission by providing executive advice and assistance on all matters pertaining to the organization. I conduct analysis of Squadron policies and procedures to ensure compliance with Air Force (AF), Department of Defense (DoD) and Federal laws and regulations. Recommend new policies and procedures to ensure Squadron is operating in an efficient manner. Participate in special studies and prepare input on complex matters related to Squadron operations. Conducted analysis of Preventative Maintenance (PM) Work Plans and Corrective Maintenance (CM) Work Tasks loaded in TRIRIGA for completeness and accuracy. Analyzed CM Work Tasks for consistency in applying priority scoring and for any trends across locations, facilities or shops. Provided guidance on the re-organization of the squadron from a functional chain of command to geographic chain of command. Developed revised organization charts, mock unit manning documents (UMD) and drafted responses to organization change request (OCR) questionnaire required for Wing and AFPC approval. Participated in manpower discussions receiving/providing feedback for incorporation into final proposal.



AGEISS Inc.

• United States
• Environmental Services
• 100 - 200 Employee

• Program Analyst

  • Sep 2012 - Aug 2020

  Served as a Program Manager supporting all aspects of the Environmental Operations Division. I provide direct support to the Air Force Civil Engineer Center (AFCEC) Environmental Operations (CZO) Division Chief, Deputy Division Chief, Branch (Regional Support Branch (RSB) Chiefs. I provide expert analysis and support across all mission areas of the AFCEC/CZO mission to include Planning, Programming, Budgeting and Execution (PPB&E) of the Environmental Quality (EQ) program, Plans & Permits compliance, Environmental Restoration Program Execution and integration with other Environmental Management Directorate (AFCEC/CZ) Divisions. I facilitate semi-annual Directorate Program Management Reviews (PMRs). I work with all CZ Division Chiefs to develop agenda topics, schedules and focus areas. Tracked briefing development and review and ensured on-time delivery. Supported the Division’s preparedness for the annual Office of Secretary of Defense (OSD) Environmental Management Review (EMR). Reviewed and Validated CZO input and identified potential area of concerns to be addressed by Division Chief. Worked with Branch and Section Chiefs as necessary to respond to requests for information or data. Prepared Monthly MAJCOM Updates for MAJCOM A4/A7’s and Base Civil Engineers (BCEs). Consolidated inputs from six divisions, edited for format, content and consistency. Prepared financial status reports by MAJCOM and installation utilizing data pulled from the EQ Execution Plan, Commander’s Resource Integration System (CRIS), and the Defense Enterprise Accounting and Management System (DEAMS). I utilized the “Enforcement Actions, Spills and Inspections (EASI) Database to provide a consolidated report of High Visibility Enforcement Actions (HVEAs), Air Staff Report Spill, and Installation’s Environmental Management System (EMS) Status. Finally, I provided quality control checks prior to Division Manager’s review and transmittal.



Epsilon Systems Solutions, Inc.

• United States
• Defense and Space Manufacturing
• 400 - 500 Employee

• Senior Base Realignment and Closure (BRAC) Program Manager

  • 2008 - Sep 2012

  Served as a Senior Base Realignment and Closure (BRAC) Program Manager supporting the execution of the Headquarters Air Education and Training Command (HQ AETC) BRAC 2005 Program. Directed the execution of a 5-year, $100,000,000 BRAC program. Coordinated the efforts of a diverse team of engineers, logisticians, Information Technology experts, manpower personnel, and training managers supporting the relocation of five critical technical training schools to new operating locations in multiple states. Oversaw the relocation of the AF Chaplain’s School from Maxwell AFB, AL to Fort Jackson, SC where it was co-located with the Navy and Army Schools. Conducted Site Surveys and led the AF team in planning charrettes with USACE. Represented AF in discussions between all DoD Services in determining best way to co-locate/integrate the newly arriving Navy and AF with the existing Army Chaplain School. Negotiated with US Army Training and Doctrine Command (TRADOC) to fund their fair share for a tri-service multi-use auditorium as part of the campus. Participated in design reviews to ensure AF requirements were being met. Wrote the Programming Plan (PPlan) for the relocation to Ft Jackson, SC. Coordinated the writing of all applicable appendices (manpower, civil engineering, information technology, logistics, training, etc.) with HQ AETC points of contact and AF Chaplain Personnel to ensure all aspects of move were being met. Tracked construction status and participated in construction status updates with USACE project manager and construction contractor. Working with AF Civil Engineer representative ensured that all applicable health and safety requirements were being met. Led quarterly Site Activation Task Force (SATAF) meetings with HQ AETC POCs and AF Chaplain Personnel. Tracked all aspects of the relocation, creating, assigning and tracking action items to ensure the smooth relocation of personnel, equipment and for meeting the IOC and FOC target dates.



General Dynamics Information Technology

• IT Services and IT Consulting
• 700 & Above Employee

• Senior BRAC Program Manager

  • 2006 - 2008

  Oversaw the relocation of the AF Services and AF Transportation Management Schools from Joint Base San Antonio (JBSA) Lackland to Fort Lee, VA. Worked closely with Army TRADOC representatives to ensure all AF requirements were met as Fort Lee doubled in size due to other BRAC 2005 decisions. I was the AF representative during Fort Lee Rehearsal of Concept (ROC) drills where I briefed the status of the AF program on the relocation to Fort Lee to ensure all requirements were met as well as successfully integrated into the overall Fort Lee BRAC 2005 missions beddown. Was AF lead during planning charrettes to ensure AF requirements were being met. Conducted site survey’s at JBSA Lackland to properly account for all facility size and equipment requirements. Led planning charrettes with USACE to determine location of AF Dormitory, AF DFAC, AF Services School, AF Services School Field Site, AF Transportation Management School, and 345th AF Training Squadron Headquarters building on Fort Lee to ensure their locations did not adversely impact their mission. Led quarterly SATAF meetings with HQ AETC team leads, 345th Squadron personnel, and Army personnel to track all aspects of relocation to Fort Lee. I wrote the Programming Plan (PPlan) for the relocation to Ft Lee, VA. Coordinated the writing of all applicable appendices (manpower, CE, IT, logistics, training, etc.) with HQ AETC points of contact and 344th & 345th Training Squadron Personnel to ensure all aspects of move and requirements to meet FOC were met. Attended design charrettes, design reviews, and construction progress reviews as AF representative to ensure that all projects were meeting expectations. Negotiated with Headquarters Army personnel to re-allocate Military Construction (MILCON) savings from programmed amount for facilities to O&M for the purchasing of Furniture, Fixtures and Equipment (FFE) for the training facilities. Saved $7M in BRAC FFE equipment costs.

• Program Manager

  • 2005 - 2006



Anteon Corporation

• Program Manager

  • 2004 - 2005

  Supervised the activities of 30 employees supporting seven government clients on multiple contracts in three states. Was responsible for planning, organizing and directing the functions of the staff. Met with employees on a regular basis to gauge their morale and ensure they understood expectations for them. Provided motivation and mentoring as need to ensure highest possible performance was attained. Would evaluate technical reports as needed prior to submission to clients. I would meet with government clients on a regular basis to get feedback on the service they were receiving to ensure it was up to their expectations. Worked with company human resources representatives to recruit new or replacement employees as necessary. Conducted interviews to validate qualifications and negotiated salaries with new hires. Conducted annual performance evaluations with employees to include performance feedback, areas for improvement, next year performance goals and expectations. Counseled employees that were underperforming and terminated employees when their performance was consistently below company and client expectations. Developed and maintained strong client relationships to ensure ongoing success.Managed the performance of multiple types of task orders on Indefinite Delivery/Indefinite Quantity (IDIQ), Blanket Purchase Agreement (BPA), and GSA Schedule Contracts. Managed multiple tasker order award types from Cost Plus Fixed- Fee (CPFF), Time and Material (T&M) and Firm Fixed Price (FFP) to ensure all task order deliverables were met as well cost and profit margins were within guidelines. Ensured all employees met personnel experience and education requirements and that all Contract Deliverable Requirements List (CDRLS) were met.

• Project Manager

  • 1999 - 2004

  Performed comprehensive proposal writing to secure diverse complex projects. Ensured proposals complied with all requirements of Request for Proposals (RFPs), identified and negotiated with subcontractors to meet any small business targets or fill experience and/or past performance requirements. Developed cost estimates. Wrote and submitted proposals. Worked smaller proposals valued at $50-250K as well as larger proposals of $20-50M. Provided final Quality Control/Quality Assurance checks with all proposals to ensure compliance with RFP requirements.



Sherikon, Inc.

• Task Manager

  • 1997 - 1999

• Financial Analyst

  • 1995 - 1997

  As a Financial Analyst, managed the financial performance of a single award IDIQ CPFF contract to support Space and Naval Warfare Systems Center San Diego as well as FFP contract on GSA Schedule to support the Federal Aviation Administration. Provided innovative solutions for when task order management went from less than ten to over 100 to meet new government reporting requirements. Worked with Task and Program Managers to estimate task orders and to maximize hour utilization to meet profit percentage expectations. Worked with Company financial officers to identify follow-on solution to cost management tool due to anticipated Y2K failure. Ensured follow-on system met all reporting and cost tracking requirements of our program. Worked with Division Chief to prepare annual budgets of office, appropriately accounting for all lease, utility, IT management, and reimbursable costs.

• Cost Analyst

  • 1994 - 1995



United States Marine Corps

• Quantico, VA, Camp Pendleton, CA, Persian Gulf

• United States Marine

  • Aug 1989 - Aug 1995

  As a Sergeant, I was a vehicle commander of a Light Armored Vehicle Mortar Variant (LAV-M) responsible for the combat readiness of my vehicle and Marines under my command. Worked with other LAV-M crew to form the Mortar Section of the Heavy Weapons Platoon. Trained in all operational and maintenance aspects of the LAV-M and LAV-25 (25mm Bushmaster Variant) as well as infantry squad weapons. Outside of my one weekend a month and two week summer duty, my unit was activated during the Persian Gulf War and assigned to 2nd Marine Light Armored Infantry Battalion, 2nd Marine Division. Our company deployed to Saudi Arabia and engaged in combat operations during Operation Desert Shield and Operation Desert Storm when we liberated Kuwait from the Iraqi Army.