Experience

Diné Source, LLC

• United States
• Software Development
• 1 - 100 Employee

• Director Of Operations

  • Apr 2022 - Present

  As the Director of Operations at Diné Source, I work with a team of extraordinary leaders whose focus is to foster growth within the organization, while exceeding the expectation of our DoD customers. I oversee the operational activities of the company, ensuring that the organization is managed and performing efficiently and effectively. My team and I establish and analyze business procedures, guidelines, and standards. We identify improvement opportunities and implement policies and procedures… Show more As the Director of Operations at Diné Source, I work with a team of extraordinary leaders whose focus is to foster growth within the organization, while exceeding the expectation of our DoD customers. I oversee the operational activities of the company, ensuring that the organization is managed and performing efficiently and effectively. My team and I establish and analyze business procedures, guidelines, and standards. We identify improvement opportunities and implement policies and procedures that will ultimately enhance our day-to-day operations at Diné Source. At Diné Source, we accelerate digital transformation and modernization for federal agencies and services. Our team of thought leaders and innovators drive scalable and efficient cyber security, Agile DevSecOps, and cloud solutions to power the missions of our clients. Leveraging a unique business approach, we integrate thought leadership, industry expertise, and optimized efficiencies that continue to drive its success in the federal IT market.

• Portfolio Director

  • Oct 2019 - Apr 2022

  As a Portfolio Director at at Dine Source, I was responsible for the management and strategic direction of our DoD portfolio. Responsibilities included staff management, program execution, contract and customer relationship management, financial management, resourcing, and strategic growth. Our team focused on delivering capabilities related to legacy system modernization, cyber-security, application development, knowledge management, and cloud modernization technologies.



CDO Technologies, Inc.

• United States
• IT Services and IT Consulting
• 100 - 200 Employee

• Program Manager

  • Oct 2013 - Oct 2019

  • Program Manager for the Enterprise Data Collection Layer (EDCL) effort for the United States Air Force (USAF). Provided oversight of all aspects of program management, including estimates and budgeting, Work Breakdown Structure (WBS), schedule, tracking actual expenditures, managing personnel and resources, communications, and overseeing execution • Managed an integration team of six (6) employees • Provided process efficiency consultation to the USAF Automatic Identification… Show more • Program Manager for the Enterprise Data Collection Layer (EDCL) effort for the United States Air Force (USAF). Provided oversight of all aspects of program management, including estimates and budgeting, Work Breakdown Structure (WBS), schedule, tracking actual expenditures, managing personnel and resources, communications, and overseeing execution • Managed an integration team of six (6) employees • Provided process efficiency consultation to the USAF Automatic Identification Technology (AIT) Program Office – identifies and analyzes AIT insertion improvement opportunities within the AF logistics domain • Each version was being developed by a distributed team of engineers, each using different Software Development Life Cycles (SDLCs), including Agile, Waterfall, and Spiral, and variations of each • Each version brought new software capabilities, including new applications for Automated Data Capture (ADC), covering multiple aspects for use by the Air Force A4 community • Conducted Business Case Analysis (BCA) for Premier Health for implementing a Real Time Location System (RTLS) across seven medical centers • Possessed strong customer-facing skills, including written and oral communications. Wrote and presented program briefings for audiences ranging from 3-150+ people • Participated on internal CDO System Engineering Process Group (SEPG) committee for management, evaluation, and compliance of CMMI-DEV L3 requirements • Authored requirements elaboration and requirements traceability matrices, Service Level Agreements (SLAs), Program Service Agreements (PSAs), and all project management documentation, including project management plan (PMP), project charter, and measurement guides • Participated in business development activities to include proposal writing, requests for information (RFI), to include cost estimation of level of effort Show less • Program Manager for the Enterprise Data Collection Layer (EDCL) effort for the United States Air Force (USAF). Provided oversight of all aspects of program management, including estimates and budgeting, Work Breakdown Structure (WBS), schedule, tracking actual expenditures, managing personnel and resources, communications, and overseeing execution • Managed an integration team of six (6) employees • Provided process efficiency consultation to the USAF Automatic Identification… Show more • Program Manager for the Enterprise Data Collection Layer (EDCL) effort for the United States Air Force (USAF). Provided oversight of all aspects of program management, including estimates and budgeting, Work Breakdown Structure (WBS), schedule, tracking actual expenditures, managing personnel and resources, communications, and overseeing execution • Managed an integration team of six (6) employees • Provided process efficiency consultation to the USAF Automatic Identification Technology (AIT) Program Office – identifies and analyzes AIT insertion improvement opportunities within the AF logistics domain • Each version was being developed by a distributed team of engineers, each using different Software Development Life Cycles (SDLCs), including Agile, Waterfall, and Spiral, and variations of each • Each version brought new software capabilities, including new applications for Automated Data Capture (ADC), covering multiple aspects for use by the Air Force A4 community • Conducted Business Case Analysis (BCA) for Premier Health for implementing a Real Time Location System (RTLS) across seven medical centers • Possessed strong customer-facing skills, including written and oral communications. Wrote and presented program briefings for audiences ranging from 3-150+ people • Participated on internal CDO System Engineering Process Group (SEPG) committee for management, evaluation, and compliance of CMMI-DEV L3 requirements • Authored requirements elaboration and requirements traceability matrices, Service Level Agreements (SLAs), Program Service Agreements (PSAs), and all project management documentation, including project management plan (PMP), project charter, and measurement guides • Participated in business development activities to include proposal writing, requests for information (RFI), to include cost estimation of level of effort Show less



Booz Allen Hamilton

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

• Lead Associate

  • Oct 2006 - Oct 2013

  • Provided career management and project/contract lead for 8 staff members • Served as the Organizational Change Management lead advisor for various USAF and Veteran’s Administration (VA) contracts and projects • Proactively identified, analyzed, and presented RTLS process efficiencies to Minneapolis and Loma Linda VA Medical Center RTLS stakeholders • Conducted ‘As-Is / ‘To-Be’ RTLS reports, RTLS System Design documentation, RTLS Business Process Gap Analysis, and Cost/Benefit… Show more • Provided career management and project/contract lead for 8 staff members • Served as the Organizational Change Management lead advisor for various USAF and Veteran’s Administration (VA) contracts and projects • Proactively identified, analyzed, and presented RTLS process efficiencies to Minneapolis and Loma Linda VA Medical Center RTLS stakeholders • Conducted ‘As-Is / ‘To-Be’ RTLS reports, RTLS System Design documentation, RTLS Business Process Gap Analysis, and Cost/Benefit Reports for two VHA medical centers • Supported the VA RTLS Program Management Office (PMO) with RTLS business process definition/efficiencies, acquisition strategy, change communications, and RTLS technical counsel (2009-2010) • Provided program management / change management support to the Defense Enterprise Accounting Management System (DEAMS) Functional Management Office (FMO); Manages internal budget, spend plans, and business development efforts • Led development and execution activities of strategic program plans (stakeholders, communication, implementation, strategy) • Supported AF Enterprise Information Services (EIS) program management office; served as Change Management and business adoption lead advisor; developed strategic, transition, and implementation plans to support MAJCOM implementations and stakeholder adoption (2011-12) • Provided program management support to the AF Automatic Identification Technology (AIT) program office; supported strategic planning efforts, conference/event planning, and technical/risk evaluation efforts (2009-10) Show less • Provided career management and project/contract lead for 8 staff members • Served as the Organizational Change Management lead advisor for various USAF and Veteran’s Administration (VA) contracts and projects • Proactively identified, analyzed, and presented RTLS process efficiencies to Minneapolis and Loma Linda VA Medical Center RTLS stakeholders • Conducted ‘As-Is / ‘To-Be’ RTLS reports, RTLS System Design documentation, RTLS Business Process Gap Analysis, and Cost/Benefit… Show more • Provided career management and project/contract lead for 8 staff members • Served as the Organizational Change Management lead advisor for various USAF and Veteran’s Administration (VA) contracts and projects • Proactively identified, analyzed, and presented RTLS process efficiencies to Minneapolis and Loma Linda VA Medical Center RTLS stakeholders • Conducted ‘As-Is / ‘To-Be’ RTLS reports, RTLS System Design documentation, RTLS Business Process Gap Analysis, and Cost/Benefit Reports for two VHA medical centers • Supported the VA RTLS Program Management Office (PMO) with RTLS business process definition/efficiencies, acquisition strategy, change communications, and RTLS technical counsel (2009-2010) • Provided program management / change management support to the Defense Enterprise Accounting Management System (DEAMS) Functional Management Office (FMO); Manages internal budget, spend plans, and business development efforts • Led development and execution activities of strategic program plans (stakeholders, communication, implementation, strategy) • Supported AF Enterprise Information Services (EIS) program management office; served as Change Management and business adoption lead advisor; developed strategic, transition, and implementation plans to support MAJCOM implementations and stakeholder adoption (2011-12) • Provided program management support to the AF Automatic Identification Technology (AIT) program office; supported strategic planning efforts, conference/event planning, and technical/risk evaluation efforts (2009-10) Show less



Deloitte

• Business Consulting and Services
• 700 & Above Employee

• Consultant

  • Jan 2002 - Oct 2006

  • Served as Engagement Manager with full accountability of spend plans and overall financial health of engagement, legal documentation via large scale government contracts, vendor relations, and technical deliverables throughout full lifecycle • Served as project manager on the GCSS-AF UID Migration Team representing the Air Force • Managed documentation and accreditation process for the Serial Number Tracking / Unique Identification (SNT/UID) program management… Show more • Served as Engagement Manager with full accountability of spend plans and overall financial health of engagement, legal documentation via large scale government contracts, vendor relations, and technical deliverables throughout full lifecycle • Served as project manager on the GCSS-AF UID Migration Team representing the Air Force • Managed documentation and accreditation process for the Serial Number Tracking / Unique Identification (SNT/UID) program management office • Provided technical and functional analysis of Air Force Serial Database (AFSDB) interfaces in defining overall architecture of the systems in alignment with incremental schedule • Worked on Deployment team that developed rollout strategy, requirement gathering, user support plan, training plan and site activation guides for implementation of the SNT/UID part marking solution • Lead and managed the SNT/UID Architectural Design Process for AFMC/LSO which included part marking software front-end, SQL database, and interfaces to Air Force Data Services (AFDS) and the DoD Item Unique UID Registry • Developed the 'Air Force SNT/UID Automated Information Systems (AIS) Plan' to include current and future architecture of the program, strategy, and schedule • Lead development of the 'Air Force SNT/UID Business Case Analysis (BCA)'; worked with various AF organizations to gather data and coordinated findings • Worked with CIOs, SES level, and military executive officer leadership in developing overall Air Force Regionalized architecture strategy to include server consolidation, Storage Area Network (SAN) capabilities, and Disaster Recovery implementation Show less • Served as Engagement Manager with full accountability of spend plans and overall financial health of engagement, legal documentation via large scale government contracts, vendor relations, and technical deliverables throughout full lifecycle • Served as project manager on the GCSS-AF UID Migration Team representing the Air Force • Managed documentation and accreditation process for the Serial Number Tracking / Unique Identification (SNT/UID) program management… Show more • Served as Engagement Manager with full accountability of spend plans and overall financial health of engagement, legal documentation via large scale government contracts, vendor relations, and technical deliverables throughout full lifecycle • Served as project manager on the GCSS-AF UID Migration Team representing the Air Force • Managed documentation and accreditation process for the Serial Number Tracking / Unique Identification (SNT/UID) program management office • Provided technical and functional analysis of Air Force Serial Database (AFSDB) interfaces in defining overall architecture of the systems in alignment with incremental schedule • Worked on Deployment team that developed rollout strategy, requirement gathering, user support plan, training plan and site activation guides for implementation of the SNT/UID part marking solution • Lead and managed the SNT/UID Architectural Design Process for AFMC/LSO which included part marking software front-end, SQL database, and interfaces to Air Force Data Services (AFDS) and the DoD Item Unique UID Registry • Developed the 'Air Force SNT/UID Automated Information Systems (AIS) Plan' to include current and future architecture of the program, strategy, and schedule • Lead development of the 'Air Force SNT/UID Business Case Analysis (BCA)'; worked with various AF organizations to gather data and coordinated findings • Worked with CIOs, SES level, and military executive officer leadership in developing overall Air Force Regionalized architecture strategy to include server consolidation, Storage Area Network (SAN) capabilities, and Disaster Recovery implementation Show less



Fifth Third Bank

• Systems Analyst

  • 2001 - 2002



Battelle & Battelle LLP

• Network Administrator

  • 1999 - 2000