Led team of integrated business process leaders to create and develop a Plan of Actions and Milestones (POAM) process and template focused on ensuring program deliverables are trackable and reportable, in an agreeable and consistent format, to resolve customer Level 2 milestone issue and action item tracking goals. Conducted stakeholder input meetings set to collect, identify, and analyze feedback to evaluate program project roles and responsibilities to update program role guidance artifacts for technical staff and leadership resulting in an updated team RACI chart. Organized and proactively collected and assessed key status updates from team in support of project reporting business rhythm activities aimed to inform key stakeholders of project and deliverable status at key program meetings, presentations, and reviews. Demonstrated ability to employ and integrate PMBOK knowledge areas of quality, scope, time and cost management, human resources, communications, risk, EVM, and stakeholder management to impact change and progress within a technical project environment.

Performed day-to-day management of onsite/remote team of 15-20 project managers and staff

responsible to manage program planning, execution, risk, requirements, and integration, for high-risk

national defense life extension program (LEP). Developed and implemented FY23 strategic planning and set priorities after identifying program project role misalignment as part of broader organizational Structured Improvement Activity (SIA). Resolved customer-team conflicts and coached team through detailed planning and communications, resulting in improved customer relations and execution of the first-ever program two-day risk deep dive review, aimed to re-prioritize high-risk mitigation burndown strategies. Strengthened team through improved and regular communications at staff meetings/1-on-1’s, provided coaching, mentorship, and training, incorporating lessons learned, and advocating for cross-functional learning opportunities for staff. Partnered with HR and leadership to increase employee satisfaction and support retainment initiatives by advocating and negotiating for additional staff resources, realigning roles, negotiating temporary assignments, and advocating for promotions or compensation merit increases. Maintained accountability and compliance in fast-paced project environment through prompt approval or delegation of functional business requirement activities, to include salary and hourly employee timesheets, purchases, travel requests, and expense reports. Led the interviewing, hiring, and onboarding process of 5 new employees, and completed team mid-year

and end-of-year performance evaluations during FY22/23, and goal setting in FY23. Realized an opportunity to redefine the Lead Technical PM role and responsibilities, collaborating within the program and across the organization to assess communication, technical understanding deficits, and stakeholder needs.

Team Lead responsible for $100MM weapon cables scope, uniting 30+ project, design, technical, test, and quality staff members responsible for ensuring the product meets customer design, manufacturing, and schedule requirements for the highest corporate risk program. Managed design planning and development activities using tools such as PTC Creo, Windchill, JIRA, and others, balanced significant project resources, fast-paced schedules, and technical constraints, while recovering $7M of schedule variance and 2-3 months of schedule float between 2020-2021. Tracked, negotiated, and delivered 42 past-due qualification milestones. Monitored strategy, planning, and decision points. Persuaded the decision to conclude a significant risk mitigation strategy conflict. Elevated project rigor by standing up a formal meeting cadence, developing project charters, and a communication plan, tracking risk, implementing change control, and overseeing the generation of very detailed schedule plans. Briefed significant accomplishments, schedule status, risks, and challenges to DOE National Nuclear Security Administration customer weekly and presented overall status quarterly.

Led project team and maintained 100% ship performance during FY2017 during onboarding of new team lead. Reduced 90+ non-conformance reports down to zero and avoided $85k in scrap cost after negotiating Design Agency and next assembly approval to deviate product specification requirements, accepting 155 schedule critical assemblies. Mentored new engineers and proactively shared knowledge of business tools to strengthen team. Spearheaded an aggressive recovery plan to improve the performance of an underperforming vendor by developing an actionable supplier improvement plan with demonstrable checkpoints resulting in improved performance. Ensured material compatibility requirements of several purchased parts were met by validating the material composition of several cutting fluids after directly contacting suppliers and receiving personalized written statements.

Completed experienced rotation engineer program supporting Global Security business.