Experience

Leidos

• Software Development
• 400 - 500 Employee

• Vice President, Enterprise Risk and Transformation

  • Jun 2022 - Present

  Responsible for leading the department tasked with managing the Leidos enterprise risk management system, the Leidos Business Framework, business transformation and records management.

• Vice President, Capture Executive

  • Jan 2020 - Jun 2022

  Responsible for developing and executing the overall capture strategy associated with an approved pursuit effort to increase the win probability of new projects.

• Vice President, Cybersecurity Risk Management

  • Jan 2018 - Jan 2020

  Responsible for continuous compliance, policy/procedures, governance, risk assessments, cyber education for corporation and disaster recovery/BCP. Perform all activities required to ensure proper oversight, risk management, and compliance with legal, regulatory, policy, and other information-security related requirements with which the organization is required to comply.

• Vice President, Program Director

  • Jan 2016 - Dec 2017

   Led the effort to plan and execute the integration of IS&GS and Lockheed Martin business systems and IT infrastructure to Leidos standards as part of the company’s strategic plan to merge with the $5 Billion/16,000 person IS&GS business. Accountable for a program budget of $150M+, managing an execution team of over 100 staff.  Developed the overall project management framework including the project organization, integrated master schedule, lifecycle, schedule, budget, key staff assignments, reporting cadence/format and change management/communications plans to end users, project team and executive leadership. Directly managed the transition of key enterprise applications- financial, procurement, human capital management, and contracts- on schedule with minimal disruption to the business Working within the Integration Management Office (IMO), ensured all IT deliverables across applications, infrastructure and IT processes were met, anticipated program needs, and demonstrated strong leadership, and professionalism while working with IMO and functional leads, key stakeholders and end users. Show less

• Vice President & IT Quality User Experience Director

  • Sep 2013 - Jan 2016

   Directed the organization responsible for lifecycle management of key communication, collaboration and mobility services that drive business value through usability and user experience. Platform lifecycle management includes strategy, roadmap definition, design, acquisition, security, implementation and continual improvement. Supported development and realization of strategic business objectives through architecture alignment and systems engineering approach to deliver solutions that address both the business and technical needs of internal customers. Successfully defined and managed the execution of strategic IT initiatives including messaging (Exchange and Office 365), collaboration (on premise Lync, SharePoint and cloud based Jive), leveraging Lync to support up to 20,000 enterprise users. Directed the implementation of traditional telecom solutions, the migration to Lync Enterprise Voice as well as the roll out of multiple Mobile Device Management solutions (both Good and Mobile Iron).  Led IT-business engagement efforts to ensure line requirements are understood, partnering on solutions and communicating upcoming new projects or major changes. Overall accountably for key ITIL processes including IT change and configuration management in support of risk management and SOX compliance as well as project lifecycle, enterprise organizational change management and all IT related internal and external communications. Engaged with and communicate to executive leadership, corporate and line representatives at all levels and end users to promote IT services and increase user adoption of new technologies. Led all IT M & A initiatives. Briefed at industry conferences on best practices of various IT roll-outs. Show less



Science Applications International Corporation

• AVP, Program Manager

  • Jun 2008 - Sep 2013

  IT Transition Program Manager for SAIC company split (August 2012 – September 2013)  Led the effort to establish over 100 major IT and business systems in order to enable the company’s strategic plan to split the company and unlock greater business value. Accountable for a program budget of $75M, directing the activities of 200 employees.  Effectively facilitated and coordinated all the corporate functions, application and infrastructure teams through the preparation of the systems for split, testing/validation phases, and the cut-over plan development.  Developed the overall project management framework including the project organization, integrated master schedule, lifecycle, schedule, budget, key staff assignments, reporting cadence/format and change management/communications plans to end users and executive leadership. IT Program Manager, Mergers & Acquisitions (June 2008 – July 2012)  Successfully integrated more than a dozen complex acquisitions representing multiple business areas, across the US and overseas, totaling over $1 Billion of revenue growth, as well as scores of divestitures and internal BU/operations integrations.  Directed all activities associated with acquisition or divestiture projects by developing an M & A roadmap that supported the company strategy and vision, ensuring acquisition goals were aligned with the integration plan.  Provided end-to-end guidance for the IT function throughout the M&A project management process by developing standards, a methodology, an integrated master schedule of acquisition /divestiture projects and managing a team of project managers. Human Capital Management (HCM) system projects (March 2010 – May 2011)  Implemented PeopleSoft Enterprise Learning Management, a $4M project to deploy a single system of record to manage enterprise-wide learning opportunities for 40,000 employees and 1000+ managers. Business Financial Solutions Manager (System Delivery Manager for SAP) from January 2009 – March 2010 Show less



SAIC

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• AVP, Project Manager

  • Oct 2005 - Jun 2008

   Developed PMO standards, procedures and reporting methodology across all ITS projects. Working within the Program Management Office (PMO), planned, organized, directed, and tracked all aspects of project/programs, including risk, technology, schedule, cost, subcontractors and internal customer satisfaction. Interfaced with task, technical and functional leaders, consultants, and support personnel.  Managed acquisition integration/divestiture projects involving up to 2,500 employees, to enable greater efficiencies, reduced costs and more standardization across the enterprise. Managed a successful implementation of BMC Remedy Change and Configuration Management. Developed a Configuration Management Database (CMDB) structure and procedural methodology. Re-engineered the Change Management process and established a Configuration Management program on ITIL-based best practices in a 40,000 desktop and 600 server IT environment. Show less

• Assistant Vice President, Business Unit Controller

  • Jul 1999 - Sep 2005

   Provided overall financial management for a ~$200M IT organization, reporting directly to the Chief Information Officer. Led all aspects of reporting, analysis, and planning.  Managed and directed staff of 20+ financial professionals and managers, in procurement, budgeting, reporting and software licensing activities. Provided analyses to determine savings/ROI of various IT initiatives.  Created annual and midyear plan presentations to executive management, detailing projects, risks and providing high level view of financials. Developed and maintained the IT project portfolio by establishing the project prioritization model for all IT projects, detailing project costs and benefits. Acted as project manager for various financial projects dealing with billing and procurement.  Led the consolidation of two large IT organizations by integrating the accounting, finance, procurement and administrative functions by developing a common structure and processes. Developed, recommended and implemented Business Unit policies and procedures cost savings initiatives and provided policy guidance. Show less